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HomeMy WebLinkAboutCouncil Actions 07-15-19ROANOKE CITY COUNCIL REGULAR SESSION JULY 15, 2019 2:00 P.M. CITY COUNCIL CHAMBER 215 CHURCH AVENUE, S. W. AGENDA DAVIS 41501- 071519 1. Call to Order - -Roll Call. Council Member Bestpitch was absent. The Invocation was delivered by The Reverend Kenneth Lane, Pastor, Trinity Lutheran Church. The Pledge of Allegiance to the Flag of the United States of America was led by Council Member Djuna L. Osborne. Welcome. Mayor Lea. NOTICE-- This afternoon's Council meeting will be televised live and replayed on RVTV Channel 3 on Thursday, July 18 at 7:00 p.m., and Saturday, July 20 at 4:00 p.m.; and video streamed through Facebook Live at facebook.com /RoanokeVa. Council meetings are offered with closed captioning for the hearing impaired. ANNOUNCEMENTS: The Council of the City of Roanoke is seeking applications for the following current vacancies and /or upcoming expirations of terms of office: Building and Fire Board of Appeals — one vacancy Economic Development Authority — one vacancy Fair Housing Board — one vacancy Human Services Advisory Board — one vacancy Mill Mountain Advisory Board — one vacancy 1 Roanoke Arts Commission — one vacancy Roanoke Public Library Board — two vacancies Access the City's homepage to complete an online application for the abovementioned vacancies. The Mayor's Annual State of the City Address on Thursday, August 29, 2019 at 8:00 a.m., at the Hotel Roanoke and Conference Center, 110 Shenandoah Avenue, N. E. Accepting nominations for the 2019 Citizen of the Year. Forms are available online at www .roanokeva.gov /citizenoftheyear, in the City Clerk's Office or at each City Library branch. Deadline for receipt of nominations is Wednesday, August 28, 2019. 2. PRESENTATIONS AND ACKNOWLEDGEMENTS: NONE. 3. HEARING OF CITIZENS UPON PUBLIC MATTERS: NONE. 4. CONSENT AGENDA: (APPROVED 6 -0) All matters listed under the Consent Agenda are considered routine by the Members of City Council and will be enacted by one motion. There will be no separate discussion of the items. If discussion is desired, the item will be removed from the Consent Agenda and considered separately. C -1 Minutes of the regular meeting of City Council held on Monday, July 1, 2019. RECOMMENDED ACTION: Dispensed with the reading of the minutes and approved as recorded. C -2 A communication from the City Clerk advising of the resignation of Dan Smith as a member of the Mill Mountain Advisory Board, effective immediately. RECOMMENDED ACTION: Accepted the resignation and received and filed the communication. 2 C -3 Annual Report and Strategic Plan of the Western Virginia Water Authority for Fiscal Year 2019 and Fiscal Years 2017 — 2022, respectively. RECOMMENDED ACTION: Received and filed. C -4 Reports of qualification of the following individuals: Cari Gates as a member of the Roanoke Arts Commission for a three -year term of office ending June 30, 2022; J. Granger Macfarlane as a City representative of the Virginia Western Community College Local Advisory Board for a four -year term of office ending June 30, 2023; Thomas Page as a member of the Roanoke Civic Center Commission for a three -year term of office, commencing October 1, 2019, and ending September 30, 2022; Mary Kegley and Jane Field as members of the Mill Mountain Advisory Board for a three -year terms of office, each, ending June 30, 2022; and D. Jeffry Parkhill as a member (Architect) of the Building and Fire Code Board of Appeals for a three -year term of office ending June 30, 2022. RECOMMENDED ACTION: Received and filed. REGULAR AGENDA: 5. PUBLIC HEARINGS: NONE. 6. PETITIONS AND COMMUNICATIONS: a. Williamson Road Area Business Association overview of activities and new initiatives. Valerie A. Brown, Executive Director, Spokesperson. (Sponsored by Vice -Mayor Cobb and Council Member White -Boyd) Received and filed. b. Local Colors update. Beth Lutjen, Executive Director, Spokesperson. (Sponsored by Vice -Mayor Cobb and Council Member Price) Received and filed. 3 C. A communication from the Commonwealth of Attorney recommending acceptance of grant funding from the Commonwealth of Virginia Compensation Board for the Regional Drug Prosecutor's Office; and a communication from the City Manager concurring in the recommendation. Adopted Resolution No. 41501 - 071519 and Budget Ordinance No. 41502 - 071519. (6 -0) 7. REPORTS OF CITY OFFICERS AND COMMENTS OF THE CITY MANAGER: a. CITY MANAGER: BRIEFINGS: • Annual Point -in -Time Survey - 15 minutes on Homelessness Received and filed. ITEMS RECOMMENDED FOR ACTION: 1. Recognition of an increase in the PY2018 Workforce Innovation and Opportunity Act (WIOA) Program funding from the Virginia Community College System to be administered by the Western Virginia Workforce Development Board. Adopted Resolution No. 41503 - 071519. (6 -0) 2. Acceptance of the FY2018 Continuum of Care Grant Award from the U. S. Department of Housing and Urban Development; and a Council of Community Services cash match to support continuum of care. Adopted Resolution No. 41504 - 071519 and Budget Ordinance No. 41505-071519. (6 -0) 3. Acceptance of the FY2020 "Four- For - Life" Grant for Emergency Medical Services from the Commonwealth of Virginia Department of Health. Adopted Resolution No. 41506 - 071519 and Budget Ordinance No. 41507-071519. (6 -0) 4. Acceptance of the Virginia Sexual and Domestic Violence Victim Fund Grant from the Virginia Department of Criminal Justice Services. Adopted Resolution No. 41508 - 071519 and Budget Ordinance No. 41509-071519. (6 -0) 4 5. Acceptance of the FY19 Federal Highway Pedestrian Safety Action Plan funds from the Virginia Department of Transportation for the City's Pedestrian Safety Action Project. Adopted Resolution No. 41510 - 071519 and Budget Ordinance No. 41511-071519. (6 -0) 6. Authorization for an encroachment permit for private security cameras in right -of -way located in the Williamson Road Business District. Adopted Ordinance No. 41512 - 071519. (6 -0) 7. Concurrence in approval of the issuance of revenue bonds by the Economic Development Authority of Montgomery County, Virginia, for the benefit of Virginia Tech Foundation, Inc. Adopted Resolution No. 41513 - 071519. (6 -0) 8. Execution of an Amendment No. 2 to the Agreement for Purchase and Sale of Real Property for development of a Downtown Parking Facility and Hotel, dated September 20, 2018 between the City of Roanoke, Virginia, Market Holdings, LLC, and Big Lick Hospitality, LLC. Adopted Ordinance No. 41514 - 071519. (6 -0) COMMENTS OF THE CITY MANAGER. The City Manager offered the following comments: Facilities Management Achieved Better Buildings Challenge Goal • Roanoke's Facilities Management team has been recognized for being a Department of Energy Better Buildings Challenge Goal Achiever. • Roanoke joined the Department of Energy's Better Building Challenge in 2012, committing 30 buildings or 1.16 million square feet to a 20% energy reduction by 2022. • The team exceeded its goal with a 23% energy reduction, 3 years before the target year, saving the City more than $400,000 last year in energy costs! • Our Sustainability Coordinator, Nell Boyle, traveled to an event in Arlington last week to receive the award on behalf of the City. Grand Opening is Planned for New Melrose Branch Library • Monday, July 22 • A ribbon - cutting ceremony will begin at 9:30 a.m. • The new branch is located at 2502 Melrose Ave., Suite D • The William Fleming Drum Corps will provide entertainment 5 • Special activities are planned for the day, including an author visit. This event is open to the public. 8. REPORTS OF COMMITTEES: NONE. 9. UNFINISHED BUSINESS: NONE. 10. INTRODUCTION AND CONSIDERATION OF ORDINANCES AND RESOLUTIONS: NONE. 11. MOTIONS AND MISCELLANEOUS BUSINESS: a. Inquiries and /or comments by the Mayor and Members of City Council. Expressions of appreciation by the Mayor and Vice -Mayor to all involved in making Roanoke Remembrance event on Sunday, July 14 at William Fleming High School Auditorium, a huge success. b. Vacancies on certain authorities, boards, commissions and committees appointed by Council. NONE. 12. RECESSED - 3:48 P.M. THE COUNCIL MEETING WAS DECLARED IN RECESS UNTIL 7:00 P.M., IN THE COUNCIL CHAMBER, ROOM 450, NOEL C. TAYLOR MUNICIPAL BUILDING. M ROANOKE CITY COUNCIL REGULAR SESSION JULY 15, 2019 7:00 P.M. CITY COUNCIL CHAMBER 215 CHURCH AVENUE, S. W. AGENDA Call to Order - -Roll Call. Council Member Bestpitch was absent. The Invocation was delivered by The Reverend Philip Waltz, Pastor, Greene Memorial United Methodist Church. The Pledge of Allegiance to the Flag of the United States of America was led by Mayor Sherman P. Lea, Sr. Welcome. Mayor Lea. NOTICE: Tonight's Council meeting will be televised live and replayed on RVTV Channel 3 on Thursday, July 18 at 7:00 p.m., and Saturday, July 20 at 4:00 p.m.; and video streamed through Facebook Live at facebook.com /RoanokeVa. Council meetings are offered with closed captioning for the hearing impaired. 7 A. PRESENTATIONS AND ACKNOWLEDGEMENTS: Recognition of the Patrick Henry High School Forensic and Debate Teams. Mayor Lea presented certificates to the students. Recognition of the William Fleming High School Boys Track Relay Team. Mayor Lea presented certificates to the students and coaches. B. PUBLIC HEARINGS: 1. Request of the City of Roanoke to consider an amendment to Vision 2001 - 2020, the City's Comprehensive Plan, to replace the Parks and Recreation Master Plan adopted in 2013 with the new 2019 - 2028 Parks and Recreation Master Plan. Michael Clark, Director, Parks and Recreation. Action postponed until August 5 Council meeting at 2:00 p.m., or as soon thereafter as the matter may be heard, in the Council Chamber. C. HEARING OF CITIZENS UPON PUBLIC MATTERS: NONE. D. RECESSED - 8:59 P.M. THE COUNCIL MEETING DECLARED IN RECESS UNTIL MONDAY, JULY 29, 2019 AT 8:30 A.M., IN THE COMMUNITY ROOM, MELROSE BRANCH LIBRARY, 2502 MELROSE AVENUE, N. W., SUITE D, FOR A COUNCIL STRATGEIC PLANNING WORK SESSION. CITY OF ROANOKE ( CITY COUNCIL 1 215 Church Avenue, S.W. Noel C. Taylor Municipal Building, Suite 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 SHERMAN P. LEA, SR. Fax: (540) 853 -1145 Mayor Email: clerk @roanokeva.gov July 15, 2019 The Honorable Mayor and Members of the Roanoke City Council Roanoke, Virginia Dear Mayor Lea and Members of Council: Council Members William D. Bestpitch Joseph L. Cobb Michelle L. Davis Djuna L. Osborne Anita J. Price Patricia White -Boyd This is to advise you that I will not be present at the 2:00 p.m. and 7:00 p.m. sessions of Council on Monday, July 15, 2019. Best wishes for a successful meeting. Sincerely, William D. Bestpitch Council Member W DB /ctw STEPHANIE M. MOON REYNOLDS, MMC City Clerk CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue, S. W., Room 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 E -mail: clerkCaroanokeva.gov July 16, 2019 Dan Smith 2508 Edinburgh Drive, N. W. Roanoke, Virginia 24012 Dear Mr. Smith: CECELIA F. MCCOY Deputy City Clerk CECELIA T. WEBB, CMC Assistant Deputy City Clerk A communication from the City Clerk advising of your resignation as a member of the Mill Mountain Advisory Board was before the Council of the City of Roanoke at a regular meeting, which was held on Monday, July 15, 2019. On behalf of the Members of Roanoke City Council, I would like to express appreciation for your service to the City of Roanoke as a member of the Mill Mountain Advisory Board from May 7, 2018 to July 15, 2019. Please find enclosed a Certificate of Appreciation and an aerial view photograph of the Roanoke Valley in recognition of your service. Sincerely, Ste hanie M. Moon REk DWold4sMrCV4) City Clerk Enclosure CERTIFICATE OF APPRECIATION PRESENTED TO Dan Smith AS A MEMBER OF THE MILL MOUNTAIN ADVISORY BOARD FROM MAY 7, 201 8 TO July 15, 2019 ON THIS 16TH DAY OF JULY 2019 IN RECOGNITION OF PUBLIC SERVICE FAITHFULLY RENDERED TO THE CITY OF ROANOKE APPROVED: SHERMAN P. LEA, SR. MAYOR ATTEIST: ti STEPHANIE M. ON R OLDS CITY CLFR CITY OF ROANOKE OFFICE OF THE CITY CLERK STEPHANIE M. MOON REYNOLDS, MMC City Clerk 215 Church Avenue, S. W., Suite 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 E -mail: derk@roanokeva.gov July 15, 2019 The Honorable Mayor and Members of the Roanoke City Council Roanoke, Virginia Dear Mayor Lea and Members of Council: CECELIA F. MCCOY Deputy City Clerk CECELIA T. WEBB, CMC Assistant Deputy City Clerk This is to advise that Dan Smith has tendered his resignation as a member of the Parks and Recreation Advisory Board, effective immediately. Sincerely, 40� 1), - lyt "___1 Stephanie M. Moon Reynolds, MMC City Clerk �J W E S T E R N V I R G I N I A WATER AUTHORITY BOARD OF DIRECTORS .June 27, 2019 Stephanie M. Moon Reynolds, MMC City Clerk City of Roanoke 215 Church Avenue S.W., Suite 456 Roanoke, VA 2401 1 -1 536 Dear Ms. Moon: To comply with the Statement of Policy on Appointments by Roanoke City Council, I am enclosing our Strategic Plan which is a summary of work completed by the Water Authority & Board. Also enclosed is a record of Board meeting and Committee meeting attendance. Our Comprehensive Annual Financial Report will be provided in the fall when the report has been completed. Sincerely, Gayle S rewsbury Secretary WVWA Board of Directors Our Mission is Clear 601 S. Jefferson Street *Suite 200 • Roanoke VA 2401 1 -241 4 540 - 283 -2906. 540 - 283 -8217 (fax) • gayle.shrewsbury@westernvawater.org WESTERN VIRGINIA WATER AUTHORITY Board of Directors Attendance FY 2019 ,744-0 e _tin Qate1 M .° Board Meeting John Bradshaw Don Davis July 19, 2018 Harvey Brookins Bob Cowell Tom Gates Randall Hancock Shirley Holland Hunter Young Board Meeting John Bradshaw Shirley Holland September 20, 2018 Harvey Brookins Bob Cowell Don Davis Tom Gates Randall Hancock Hunter Young Board Meeting Harvey Brookins John Bradshaw October 18, 2018 Don Davis Bob Cowell Tom Gates Randall Hancock Shirley Holland Hunter Young Audit Committee Meeting Harvey Brookins November 15, 2018 Bob Cowell Tom Gates Randall Hancock Board Meeting John Bradshaw November 15, 2018 Harvey Brookins Bob Cowell Don Davis Tom Gates Randall Hancock Shirley Holland Hunter Young Board Meeting John Bradshaw January 17, 2019 Harvey Brookins Bob Cowell Don Davis Randall Hancock Shirley Holland Dan O'Donnell Hunter Young Governance Committee Meeting John Bradshaw January 17, 2019 Bob Cowell Don Davis Randall Hancock Board Meeting John Bradshaw Dan O'Donnell February 21, 2019 Harvey Brookins Bob Cowell Don Davis Randall Hancock Shirley Holland Hunter Young Board Meeting John Bradshaw Shirley Holland March 21, 2019 Harvey Brookins Bob Cowell Don Davis Randall Hancock Dan O'Donnell Hunter Young Compensation Committee Meeting Don Davis April 10, 2019 Dan O'Donnell Shirley Holland Hunter Young Governance Committee Meeting John Bradshaw April 25, 2019 Bob Cowell Don Davis Randall Hancock Board Meeting John Bradshaw April 25, 2019 Harvey Brookins Bob Cowell Don Davis Randall Hancock Shirley Holland Dan O'Donnell Hunter Young Board Meeting John Bradshaw May 16, 2019 Harvey Brookins Bob Cowell Don Davis Randall Hancock Shirley Holland Dan O'Donnell Hunter Young Board Meeting John Bradshaw June 20, 2019 Harvey Brookins Bob Cowell Don Davis Randall Hancock Shirley Holland Dan O'Donnell Hunter Young R }' � u �gT Our History A W E S T E R N V I R G I N I A WATER AUTHORI Watersheds, not local government boundaries, determine water resources and wastewater service. Therefore, an organization that spans localities is a logical unit to manage water resources and wastewater services. In Virginia, the best way to do this is with an authority. On July 1, 2004, the water and wastewater operations of the City of Roanoke and Roanoke County consolidated to become the Western Virginia Water Authority. The Western Virginia Water Authority was the first authority in the Commonwealth formed from two existing entities to treat, deliver and administer water and wastewater. Five years later, on November 24, 2009, Fran and on July 1, 2015, Botetourt County joinaM accounts and wastewater service lion Th Cfl officially joined the Western Virginia Water Authority y now provides water service to over 59,000 customer s in the City of Roanoke, Roanoke County, Franklin tef qua r�vastewater systems for the nno s Dom# s ►� _ _ Our Strategies Organizational Management Organizational Management includes Leading the Authority in a collaborative manner that (1) develops our current and future workforce; (2) promotes economic development and (3) works with partner jurisdictions to provide a sustainable source of water and wastewater service for the greater regional area. Technology & Innovation The Authority will utilize technology and innovative water management practices to improve the efficiency of the organization. This includes (1) the use of current computer technology for billing, geospatial systems'(GIS) and work orders, and back office operations to reduce costs; (2) upgrading equipment, vehicles and facilities to increase work output and be more energy efficient; (3) improving the organization's cyber security; and (4) increasing efficiencies with current and new software. The focus on sustainable practices Includes (1) positioning the Authority for service opportunities and system expansion; (2) developing a rate structure that provides for the safe upkeep and efficient operation of its facilities; and 3) providing infrastructure that is resilient and meets customer needs. Community t'ngagement As a regional entity, the Authority will embrace community engagement through (1) active involvement on community boards; (2) educational outreach to current and future customers; (3) a strong presence on social media and at community events; and {4j the delivery of excellent customer service. RLISO xrlte Ma g ri ht The Authority will pro - actively manage our water and wastewater systems by (1) identifying and reducing inflow & infiltration into the sanitary collection system; (2) identifying and minimizing unaccounted for non- revenue water; (3) meeting all regulatory compliance requirements; and (4) Investing in infrastructure replacement and rehabilitation. I} The Authority will develop our current and future workforce, promote economic development and work with partner jurisdictions to provide a sustainable organization and source of water and wastewater. Strategy: Develop current and future workforce Objective Measure Outcomes Fiscal Year 2019 Develop high school apprenticeship Evaluate effectiveness of apprentice a In June 2019, the first Student Apprentice was hired program to train future employees program at the end of its first year after High School graduation to work as a full time July, 2018 employee in Water Distribution. • Of ten current students, seven graduated High School this year. Six of the seven will work as full -time Adult Apprentices in the summer. Three of those apprentices will start classes at VWCC this fall. • Five additional apprentice students started July 1st, 2019 enrolled in a new multi - discipline program. Apprentices are exposed to all areas of the Water Authority and then choose their area of interest in which to focus at the end of the program. Field Operations purchased an excavator simulator to utilize in CDL training for apprentices and new employees. In FY20, Field Ops will host three apprentices. Increase and expand hiring methods to Benchmark the percent of a After High School Graduation, four Apprentices will be attract a portion of the future workforce employees who pass Water & able to take Class IV exams in FY2020. at the high school level with emphasis on Wastewater Class IV exams and a Three WOPs employees passed water operations exams state licensing for employees compare to previous years for advancement- Class I, II, and III. Develop and implement annual Finalize supervisor training by s Three of four cohorts, (36 of 50 supervisors) have taken supervisory training October, 2017. Measure job Supervisor Training. The last supervisor class will start satisfaction for supervisor positions late summer 2019. Middle Management will be the after new training program is focus of the next training. implemented by September, 2018 Employ a workforce that reflects the Recruit and hire employees of all 0 The Authority recruits for local diversity by attending a demographic diversity of the Authority's ethnicities, cultures, race, and variety of Job Fairs (Vinton, Roanoke, Veterans Admin, service area. gender VEC, High Schools) The Water Authority using a variety of social networking to attract a variety of workforce (Zip Recruiter, College Handshake, Facebook, Linkedln, Indeed) The Water Authority is planning a WVWA Job Fair for summer of 2019. Engineering staff attended VT networking event to meet potential job candidates and Career Center staff. Students were hired for summer internships. The Authority will develop our current and future workforce, promote economic development and work with partner jurisdictions to provide a sustainable organization and source of water and wastewater. Strategy: Design new benefits and policies aimed at all workforce generations •. • • Create employee teams with multiple Survey current employees and 0 The Authority uses broker MARK III and is a member of generational members to assist in conduct exit interviews to measure the Roanoke Valley Consortium to stay current on new designing new benefits and policies to satisfaction ratings compared to benefits in the marketplace. meet various work styles, values and benefit costs 0 Mark III provided quotes for different Insurance Carriers motivators to compare cost of TLC and cost for Water Authority to be self- insured for Health Insurance during 2019. The Authority will take steps with MARK III to be self- insured by Open Enrollment May 2020. HR continuously interviews employees for new /different benefits. Benefits being researched are Flexible Work Schedules, College Tuition payment, and volunteer sponsored paid leave. In July 2019 a Paid Leave Cash Out benefit was added. An employee team will meet Q4 2019 to discuss new benefits. LU - I .-il. The Authority will develop our current and future workforce, promote economic development and work with partner jurisdictions to provide a sustainable organization and source of water and wastewater. Strategy: Create a vibrant safety culture to maintain a safe work environment and increase employee safety awareness and responsibility islojective nrieasure Outcomes Fiscal �- • Develop a business plan for safety to Compare company -wide number of The Authority is participating in National Safety month increase active senior management and work related accidents as compared June 2019. Two Safety Fairs /lunches will occur with employee involvement and recognition, to previous years and compare total different tables for Safety Training, Health Education effectively communicate safety and dollars spent on Workers' and an employee Safety Pledge. health issues, promote record keeping Compensation claims as compared 8 The Authority has researched and set a goal to start and utilize data analysis to previous years VOSH SHARP Certification in fall of 2019 with Spring Hollow to be the first facility to achieve statewide certification and possibly be the first area local government in Virginia. Digital Signage (TV screens with Digital Communication) proposed to be installed at all locations to engage and educate employees on Safety /Safety Performance and other important items of the Authority during FY2020. Monthly meeting being held the second week of each month to review claims against the Water Authority with senior Management started winter 2019. Supervisor short safety "tailgate" talks to be developed and used throughout the Authority spring 2020. Field Ops hosted a trenching and shoring hand -on training and demonstration in conjunction with United Rentals at the Sand Road Fill Site. i • IF i i i The Authority will develop our current and future workforce, promote economic development and work with partner jurisdictions to provide a sustainable organization and source of water and wastewater. Strategy: Promote a culture of innovation across all divisions of the Authority Objective Encourage staff to become involved in state and national professional organizations Measure Compare the number of employees vs total involved in professional organizations outcomes Fiscal Tear X1119 0 Out of 292 full -time employees, the Authority has over 120 staff who are active in professional organizations. The Authority has continuing membership and active involvement in AWWA, VRWA, WEF and ASCE. Develop partnerships with area Benchmark partnerships and 0 All VWCC Biology 102 and all area higher- education universities as well as member and process improvements Microbiology students are curriculum required to tour non - member localities to develop implemented as a result of Authority treatment facilities. Provide financial support to Ferrum College's Smith new technologies, future workforce partnerships Mountain Lake water quality monitoring to gauge the and improve processes and health of the lake. technologies 0 Partnering with Virginia Tech on a successful NSF grant for water quality research in the Smart and Connected Communities Program. Assisted Virginia Tech in Reservoir Research leading to the creation of a water quality forecast model. • In partnership with Virginia Tech and VDH, hosted the Operation and Maintenance of Distribution Short Course to provide training to distribution operators across the state. Engineering staff is working with Virginia Tech Center for Manufacturing Excellence to explore collaboration opportunities. Participated in additional networking and internship opportunities with Virginia Tech's Department of Civil and Environmental Engineering. In partnership with Virginia Tech staff, is preparing to host the first annual two day "Hands on Training Course ". (October 2019) LM � • The Authority will fully use technology to better serve our internal and external customers and increase operational efficiencies. Strategy: Utilize the latest technology in order to create greater efficiencies and effectiveness for both internal users and customers olojective 1,11easure Outcomes Fiscal ' - 1 • Work towards open web - based /mobile Implement mobile friendly and /or Munis mobile app for invoice and time approvals were design platforms and open architecture dashboard apps in Cogsdale CSM, be rolled -out to supervisors. work management solutions to benefit CustomerWeb, GIS and MeterSense. • Currently implementing InvoiceCloud payment solution users and customers Add customer payment profiles & that will allow customers to create payment profiles, kiosks pay by text, and sign up for automatic bank draft themselves. • Moving AMI system into a Software as a Service environment • Developed and implemented at Permit Tracking solution in Sharepoint. • Automated that reporting of Cell Phone usage • Automated the AEP invoice process for Water Operations Establish and implement standards for Develop a plan for migrating to a Had vendor demonstration of the FileNexus document Authority -wide file management new file management structure by management solution and is budgeting for it to be December, 2019 implemented The Authority will fully use technology to better serve our internal and external customers and increase operational efficiencies. Strategy: Maintain state -of- the -art IT equipment, operational equipment, vehicles and facilities to increase work output and be more energy efficient Objective ffleasure Outcomes FiscaFfear X1115 Develop a technology asset replacement Facilitate and /or host forum (in 0 Completed moving backup solution to Veeam with plan to support applications and disaster cooperation with higher education cloud -based backup. recovery environment partners and trade association 0 The RVBA will finish the network expansion to the contacts) to discuss new and Spring Hollow facility during June 2019. Spring Hollow is emerging technology for Water and targeted to become the disaster recovery location. Wastewater Utilities by July, 2018. Develop recommendations and adopt goals for infrastructure replacement, adopting selected new technology, systems and equipment by January, 2019 Research alternate energy solutions and Track fleet performance measures Roanoke County Fleet Services has hired an analytical review replacement guidelines for the for fuel usage, maintenance and technician to track fleet performance, including the Authority's fleet replacement costs, accident claims Water Authority. and miles driven and replace FY2020 vehicle replacement guide produced in January 2019 rated all Water Authority fleet vehicles for vehicles with alternative energy replacement based on years of service, life of vehicle solutions as prudent maintenance cost and mileage. Vehicles with the lowest rating will be scheduled for replacement in FY2020 equipment capital budget. The Water Authority monitors vehicle accidents per miles driven and with additional training, communication and an active Vehicle Accident Review has seen a decrease each year. The Authority will fully use technology to better serve our internal and external customers and increase operational efficiencies. Strategy: Improve cyber security to protect data integrity, confidentiality and availability Strategy: Develop a comprehensive paperless process to increase efficiency with current and new software .. a • .w =-.- l � v I I I I The Authority will seek opportunities to partner with local governments and other political subdivisions, develop an aggressive Capital Improvement Program, and have an affordable rate structure that allows for continued infrastructure improvements and growth while maintaining a healthy financial standing and adequate reserves for contingencies. Strategy: Position the Authority for service opportunities and system expansion Objective Measure Outcomes Fiscal Year 2019 Develop and maintain relationships Meet annually with one non - member • Partnered with RVBA and the Regional Jail to expand with partner jurisdictions and own or city to discuss partnership the fiber network to Spring Hollow. The Authority and economic development entities opportunities the Regional Jail shared the cost for the part of the fiber installation share by both organizations. Executed a service agreement with the Town of Boone's Mill to manage the Town's water and wastewater operations. Field Op's crews actively participated in maintenance and repairs to the Boone's Mill system and provided I &I inspection services to improve wastewater treatment operations. Staff commenced billing operations for Boones Mill customers. Engineering staff is providing GIs mapping support for Town of Boones Mill water and sewer infrastructure. Water Operations staff completed numerous upgrades and maintenance activities at the Boones Mill treatment facility. Attended quarterly meetings with senior staff at Bedford Regional Water Authority to discuss shared operational and financial goals. • Met with Jason Tyree, Town Manager for Buchanan to discuss ways the Authority could assist the Town with their system operation and maintenance. Anticipate service needs for likely Review utility needs with Completed infrastructure improvements to provide economic development locations economic development partners water and sewer service to Explore Park. annually Working with Franklin County on Summit View Industrial Park planning/construction. Maintain close working relationship with the Roanoke Regional Partnerships to facilitate economic development activities. Host annual meetings with senior staff of Fire Departments operating within WVWA service area to discuss current and future utility needs. 3 ;;7-7 The Authority will seek opportunities to partner with local governments and other political subdivisions, develop an aggressive Capital Improvement Program, and have an affordable rate structure that allows for continued infrastructure improvements and growth while maintaining a healthy financial standing and adequate reserves for contingencies. Strategy: Maintain a rate structure that provides for the safe upkeep and efficient operation of its facilities *ojective tneasure Outcomes Fiscal • Develop a forecast for user rates that Provide a 10 -year rate forecast by A 10 -year rate plan has been forecasted with the goal to supports investment in aging 2019 that will sustain infrastructure equalize rates in fiscal year 2023. Staff continues to infrastructure and provides for growth needs while also meeting work with the Engineering team to determine a 10 -year opportunities benchmarked measures capital plan to address infrastructure needs. Engineering is currently conducting an assessment of current GIs and Asset Management practices to assure optimal systems and processes are in place to manage current infrastructure lifecycles and plan for rehabilitation and replacement. Investigating machine - learning based software applications to assist in analysis of asset data used for capital planning. ■ The Authority will seek opportunities to partner with local governments and other political subdivisions, develop an aggressive Capital Improvement Program, and have an affordable rate structure that allows for continued infrastructure improvements and growth while maintaining a healthy financial standing and adequate reserves for contingencies. Strategy: Provide infrastructure that is resilient and meets customer needs Objective Measure • • Continue to refine a 10 -year capital plan Address substandard water and Field Operations utilized internal CIP crews on to meet the current and future needs of sewer distribution and collection numerous projects in FY19 leading to overall cost our service area piping savings to the Authority. Utilizing these crews, as well as the in -house paving crew, have resulted in a calculated savings of approximately $570k so far in FY19 through May in comparison to a Contractor's cost. • DEC. awarded the Authority grant funds in the amount of $342,875 to provide sewer connections funds to two targeted areas where customers are experiencing failed or failing septic systems. • In an effort to identify and prioritize candidate CIP projects, in -house analysis of asset data, break history and cluster analysis were used. GIS analyses was used to enhance coordination with Roanoke City paving program in project selection. Flow monitoring, temperature analyses, CCTV, and work order analyses were used in identifying and prioritizing wastewater collection CIP candidate projects. Follow national trends on emerging Work with partners for projected 0 Field Operations is currently working on a sewer regulations and business practices for growth areas while continuing to replacement horizontal directional drilling project in future capital plans track pipe age, break and overflow Botetourt County to increase pipe diameter and future metrics sewer capacity for expanding growth upstream of area. Provided assistance and recommended language to support update of ordinances and planning documents. Collaboratively working with Franklin County for construction of infrastructure to serve the Summit View Business Park and additional areas within the County. Active participant in the Virginia Tech Sustainable Water Infrastructure Management (SWIM) Center. Staff involved with state and national organizations to track regulation development. The Authority will seek opportunities to partner with local governments and other political subdivisions, develop an aggressive Capital Improvement Program, and have an affordable rate structure that allows for continued infrastructure improvements and growth while maintaining a healthy financial standing and adequate reserves for contingencies. Strategy: Maintain financial stability 41113jective 1,11easure • •. , . Provide sound financial planning and Maintain AWWA established range Financial performance measures are presented management practices for strong for Debt Ratio of 0.17 to 0.59, annually. The Authority meets and /or exceeds the reserves, prudent use of debt and (Median 0.32) for Water and 0.28 to benchmarks for June 2018. Based on fiscal year 2019 efficient operating and capital budgets 0.48 (Median 0.39) for Sewer financial performance, staff feels confident benchmarks while periodically reviewing investment will continue to be met and /or exceeded. strategies and viability of partner institutions to meet objectives Review guidance from industry and bond Benchmark the Authority's financial Staff continues to monitor financial performance rating agencies for performance measures against Fitch's ratings. measures each year. As the Fiscal Year 2019 closes, benchmarks Obtain GFOA certification for staff feels certain financial benchmarks will be met budgeting by 2020 and /or exceeded. Staff submitted an application for the GFOA budget award for Fiscal Year 2019. The Authority did not obtain the award; however, proficiency was obtained in some categories, not all. The submittal for Fiscal Year 2019 provided comments and suggestion for improvements that will be incorporated in the submittal for the Fiscal Year 2020 budget. e The Authority will demonstrate our brand and promote our vision through a multi - channel strategy Strategy: Protect our natural resources through education and conservation Objective Work with area science coordinators to develop K -12 water based curriculum aligned with the VA SOLs that is presented in classes within our service area Measure Exceed 10,000 students a year having an in -class or field trip water based lesson provided by the Authority Outcomes Fiscal Year 2019 0 Over 11,000 students participated in an in -class or field trip water based lesson provided by the Authority a The Authority received the Utility of the Future Today award from NACWA in the Community Engagement category. Work with local governments to schedule Schedule at least eight community 0 Presentations given by staff to three communities at presentations for civic league and and or civic league presentations SML, three neighborhood groups in the Roanoke area neighborhood groups each fiscal year and four community associations. Partnered with the SE community to install a neighborhood art project and co -host a clean -up event. Worked with a local high school student to produce a mural for the Coulter Building. A BRPTV produced segment about the Snow Steam Pump was awarded a national Bronze Telly Award for excellence in history reporting. Maintain a robust website and literature Produce and maintain annual water 0 New brochures developed to inform customers about library to provide customers timely quality report, annual report and steps to take to prevent and /or react to sewer backups information facility overview brochures that can and water breaks were developed. be shared at community events and e Information about water breaks and upcoming events on the Authority's website. Update are published on the webpage home and pushed out to the website regularly to keep social media. information accurate and timely - iE • The Authority will demonstrate our brand and promote our vision through a multi - channel strategy Strategy: Expand the Authority's presence on social media and at community events v3jective 41rleasure • • Have a visible presence at community Authority staff will promote the 0 Field Operations participates in numerous touch -a -truck events related to our core vision Authority's brand at Job fairs, blood events throughout the service area to engage children drives, parades, United Way events, who enjoy exploring our construction and heavy Relay for Life events, drug take back equipment. events and other targeted festivals Hosted the Cogsdale Regional User Conference in May and staff are participating on the Cogsdale Online User Community Participated in the regional water themed Science Festival with Jefferson College Continued sponsorship of the Prescription Drug Take - Back events, participated in area parades with award - winning floats, hosted a golf tournament and fishing tournament to raise funds for United Way and Relay for Life and coordinated regular blood drives for staff. Monitor social media trends and Monitor metrics for social media The Authority has a regular and growing presence on emerging technologies to make sure that presence. Increase the number of Facebook and Instagram, shares educational tips on the Authority is using current resources people following via social media by Pinterest and posts educational videos (meter reading, to keep customers informed 5% per year for next three years. how to protect your pipes from freezing, how manholes Evaluate new social media outlets are set and how water lines are repaired) on YouTube and add as technology trends and Facebook. The most popular posts of the year (with over 8,000 views) included how to collect and store Change. Transfer/ Share as many water in advance of a hurricane and the importance of annual reports and documents cleaning around a fire hydrant during a snow event. across media platforms as feasible r a • The Authority will demonstrate our brand and promote our vision through a multi - channel strategy Strategy: Deliver excellent customer service Objective ifleasure • • Provide personal customer service in a Maintain call answer rates of 90% or Customer service continues to meet this goal timely manner greater with less than 2- minute wait Continued quarterly Customer Service meetings to keep vision times, and provide 24 -hour service staff abreast of policies and provide additional training response with Roanoke County's the BBB Board and is active on the VA811 Board and Non - Emergency 911 call center. Rotary Club. Educate all staff on the organization Smriti Sinha participated in the Leadership Roanoke as a whole and provide contacts for Valley program, Trent Cox serves on the Board of the specific customer questions Floyd Co. PSA, Sarah Baumgardner serves on the Develop Authority Cares program to Develop a branded campaign during The Authority formed a partnership with United Way assist customers in need of paying their FY 18 to provide time to time and Central Intake to assist customers in need of paying water utility bills assistance to individuals not able to their bill. To date in FY19, over 400 families were make a monthly payment or a assisted through $45,441 in pledges. deposit and is Past President for VWEA. Strategy: Maintain active involvement on community boards Objective Measure outcomes Fiscal Tear X111b Maintain a presence on professional and Executive Directors will hold board Mr. McEvoy is President of the Virginia Biosolids community boards that relate to our positions while staff will be Council, President of VAMWA, and is active in Kiwanis vision encouraged to actively participate and the SML Association. Mr. Robertson is President of with community groups that relate the BBB Board and is active on the VA811 Board and Rotary Club. to our vision Smriti Sinha participated in the Leadership Roanoke Valley program, Trent Cox serves on the Board of the Floyd Co. PSA, Sarah Baumgardner serves on the Greenway Commission and the Board of the Blue Ridge Soil & Water Conservation District, and Scott Shirley serves on the Advisory Committee for Virginia Western's Integrated Environmental Studies Program and is Past President for VWEA. The Authority will pro - actively invest in our water and wastewater systems to provide for our existing and future customers while meeting all regulatory compliance measures. Strategy: Meet all regulatory compliance requirements •. jective -91easure Outcomes Fiscal • Maintain full compliance with all state Continue data collection and The wet weather in 2018 (an all -time record at 62.45 and federal monitoring requirements and practices needed to earn the annual inches of rainfall exceeded average annual rainfall by monitor legislative and regulatory activity National Association of Clean Water more 20 inches) presented numerous challenges: by federal and state agencies to stay Agencies (NACWA) award for high however, The Roanoke Regional WPCP was able to abreast of future requirements quality wastewater discharges from process all incoming flow without a bypass of flow from the facility. treatment plant; Maintain record of The existing loading limitations contained in the facility zero Notices of Violations for permit permit are under discussion with DEQ. deficiencies; and maintain 0 An ARC flash and short circuit study was completed in state /national certified laboratories. May of 2018. All associated equipment has been labeled. Continue to track facility All electricians have been to Arc flash training provided performance measures for energy, by NFPA and certified. New hire electricians or trainees chemical use and predictive vs will be required to attend NFPA 70E training and be reactive maintenance costs certified, and protective equipment including ARC flash rated uniforms have been provided to employees who may have to deal with situations where 70E compliance would be a concern. The Wastewater Laboratory was subject to the standard inspection and accreditation review by DCLS as well as receiving an independent third party audit. The laboratory remained fully accredited for all procedures. Of note, the laboratory inspections did not identify any findings or recommendations which is a significant accomplishment for Laboratory staff. 4,512 metric tons of biosolids were land applied (regulatory requirement is a calendar year basis). The biosolids quality and application exceeded all regulatory requirements. • All 4.5 (includes % ownership of SML WTF) water treatment facilities are in full Virginia Department o Health (VDH) compliance. • Three dams are in full DCR compliance. Beaverdam remains under conditional compliance and design plans for its rehabilitation are under review and nearing approval from DCR. • All water pumping stations and storage facilities in the Roanoke Area received VDH three =year inspection and are in compliance. Received two new waterworks permits from VDH for Burnt Chimney and Dillard's Hill water systems located in Franklin County. • VDH awarded Spring Hollow the Silver Excellence in Waterworks Operations /Performance Awards. . ! .. The Authority will pro - actively invest in our water and wastewater systems to provide for our existing and future customers while meeting all regulatory compliance measures. Strategy: Develop and administer effective sewer collection system asset monitoring and protection activities to maximize system service life Objective 1,11easure • • Minimize sanitary sewer overflows Revise the collection system The Roanoke Regional WPCP permit application was through modeling, asset replacement and maintenance and operations plan, completed and a new permit was received from the the identification and reduction of inflow measure progress monthly and Commonwealth. The subsequent update of the local & infiltration into the sanitary collection report quarterly by January, 2019 limits and the Rules and Regulations is currently system underway and has a dues date of February 2020 to DEQ. Field Operations' formerly PM group and the SSER group from WPCP was combined into the Sanitary Sewer Preventative Maintenance (SSPM) group to improve efficiency in I &I inspection and ultimately reduction. The crews have deployed additional Point Orange units and also made a concerted effort to reduce the amount of untouched sewer existing in the system. Point Orange sewer depth /pressure monitoring sensor system underway to allow staff to receive real -time monitoring and alerts during significant wet weather events Implement an approved Industrial Review and revise Sewer Use On February 13, 2019 the first Pretreatment Pretreatment program to effectively Standards every five years. educational event was held by Wastewater manage and monitor industrial and Maximize industrial permit holder Environmental Programs at the Field Operations Center. commercial contributions compliance within the Pretreatment The first event had 51 total attendees representing Program using an annual education twenty industries in the region. DEQ -BRRO, The City of event. Develop and implement first Salem, and the Town of Vinton staff also participated in event by July, 2018 the event. • A similar event focused on the Septic hauler permit holders is planned for the 2020 time period. i*-Irl ,, r: I I F- I --t- I r-1 The Authority will pro - actively invest in our water and wastewater systems to provide for our existing and future customers while meeting all regulatory compliance measures. Strategy: Identify and minimize unaccounted for non - revenue water Objective Measure Outcomes Fiscal Year 2019 Utilize existing and emerging Perform AWWA Water Audit by a Created a non - revenue water team consisting of five full technologies to identify and reduce non- January, 2019. Install approximately time employees devoted to water loss analysis and leak revenue water 400 Ally meters by January, 2020 detection. and investigate the feasibility of 0 Purchased additional correlator — leak detection using satellite and drone surveys equipment including 12 additional data loggers /ground with goal of using by 2021 microphones. 37 DMA meters installed or replaced. Staff attended a two -day AWWA water audit analysis seminar. Ally meters have been ordered and installation locations identified. 1 a The Authority will pro - actively invest in our water and wastewater systems to provide for our existing and future customers while meeting all regulatory compliance measures. Strategy: Invest in infrastructure replacement and rehabilitation as well as plant performance management and improvements Objective FTleasure Outcomes Fiscal Tear ZUII;• Ensure that all Authority distribution and Develop recommendations on the Replaced over 28,000 LF of water main and 3,500 LF of collection systems infrastructure is revised Asset Management Plan for sewer main fiscal year to date. properly sized and within its expected life the Roanoke system, Infrastructure Construction on 22 sewer projects and 16 water Replacement Plans for Botetourt and projects is underway. Franklin Counties and update plant capital asset replacement program for both water and wastewater facilities Update and maintain all plant capital Ensure facilities, work procedures Installed a new 5,000 gallon storage tank at the Wirtz assets to accepted industry standards and and staff meet or exceed Water Pollution Control Plant to improve treatment within expected lives requirements during regulatory operations. audits and inspections Muse Spring WTF is under construction. Upgrades to 6 filters and underdrains are under way at Carvins Cove WTF. Upgrades have been completed at the Boones Mill WTF to allow use of the existing wells and sand filters if needed. Hunting Hills pump station was completely rebuilt. The Greensand filter media at The Retreat WTF was replaced. Franklin Road and Upland Game water storage tanks were cleaned and painted. Granular Activated Carbon (GAC) was replaced at SML WTF. Upgraded plumbing and electrical at Burnt Chimney WTF (former Boxwood Green). STEPHANIE M. MOON REYNOLDS, MMC City Clerk CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue, S. W., Room 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 E -mail: clerkCaroanokeva.gov July 15, 2019 Melissa Murray, Secretary Roanoke Arts Commission Roanoke, Virginia Dear Ms. Murray: CECELIA F. MCCOY Deputy City Clerk CECELIA T. WEBB, CMC Assistant Deputy City Clerk This is to advise you that Cad Gates has qualified as a member of the Roanoke Arts Commission for a three -year term of office ending June 30, 2022. Sincerely, VV)• w Stephanie M. Moon olds, MC City Clerk PC: Susan Jennings, Arts and Culture Coordinator Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to -wit: I, Carl Gates, do solemnly swear (or affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a member of the Roanoke Arts Commission for a three -year term of office ending June 30, 2022, according to the best of my ability. (So help me God.) �' A S��A2 CART GATES The foregoing oath of office was taken, sworn to, and subscribed before me by Cari Gates this ?7 day of CZ4 e— 2019. Brenda S. Hamilton, Clerk of the Circuit Court / 10 STEPHANIE M. MOON REYNOLDS, MMC City Clerk CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue, S. W., Room 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 E -mail: clerkCroanokeva.gov July 15, 2019 Dr. Robert Sandel, President Virginia Western Community College Fishburn Hall 3093 Colonial Avenue, S. W. Roanoke, Virginia 24015 Dear Dr. Sandel: CECELIA F. MCCOY Deputy City Clerk CECELIA T. WEBB, CMC Assistant Deputy City Clerk This is to advise you that J. Granger Macfarlane, has qualified as a City representative of the Virginia Western Community College Local Advisory Board for a four -year term of office ending June 30, 2023. Sincerely, *Se nie M. Moon Rey s, rC U'4001 City Clerk Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to -wit: 1, J. Granger Macfarlane, do solemnly swear that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a City representative of the Virginia Western Community College Local Advisory Board for a four -year term of office ending June 30, 2023, according to the best of my ability. (So help me God). i XTGRANGER MACRARLANE The foregoing oath of office\ /yC //'jam' /j/.as taken,.,,, sworn to, and subscribed before me by !`i^I / 1, J. Granger Macfarlane this ; day f i 2019. Brenda-,S. Hamilton, Clerk pf the Circuit Court STEPHANIE M. MOON REYNOLDS, MMC Cite Clerk CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue, S. W., Room 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 E -mail: clerkCroanokeva.gov July 16, 2019 June Woodward, Secretary Roanoke Civic Center Commission Roanoke, Virginia Dear Ms. Woodward: CECELIA F. MCCOY Deputy City Clerk CECELIA T. WEBB, CMC Assistant Deputy City Clerk This is to advise you that Thomas Page has qualified as a member of the Roanoke Civic Center Commission for a three -year term of office, commencing October 1, 2019, and ending September 30, 2022. Sincerely, , Ql-. - 0� Stephanie M. Moon Re olds, MC City Clerk Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to -wit: I, Thomas Page, do solemnly swear (or affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a member of the Roanoke Civic Center Commission for a three -year term of office, commencing October 1, 2019, and ending September 30, 2022, according to the best of my ability. (So help me God.) THOMAS PAGE The foregoing oath of office was taken, sworn to, and subscribed before me by Thomas Page this � d-ay of 2019. Brenda S. Hamilton, Clerk of the Circuit Court By 4.? rk STEPHANIE M. MOON REYNOLDS, MMC City Clerk CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue, S. W., Room 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 E -mail: clerkC roanokeva.gov July 16, 2019 Nicole Ashby, Secretary Mill Mountain Advisory Board Roanoke, Virginia Dear Ms. Ashby: CECELIA F. MCCOY Deputy City Clerk CECELIA T. WEBB, CMC Assistant Deputy City Clerk This is to advise you that Mary Kegley and Jane Field have qualified as members of the Mill Mountain Advisory Board for three -year terms of office, each, ending June 30, 2022. Sincerely, Stephanie M. M00%Rlds, MC City Clerk Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to -wit: I, Mary Kegley, do solemnly swear (or affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a member of the Mill Mountain Advisory Board for a three -year term of office ending June 30, 2022, according to the best of my ability. (So help me God.) MARY KEdLIEY The foregoing oath of office was taken, sworn to, and subscribed before me by Mary Kegley this $ day of 2019. Brenda S. Hamilton, Clerk of the Circuit Court B , Clerk Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to -wit: I, Jane Field, do solemnly swear that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a member of the Roanoke Public Library Board for a three -year term of office ending June 30, 2022, according to the best of my ability. (So help me God). JANE FIELD The foregoing oath of office was taken, sworn to, and subscribed before me by Jane Field this(day of 19. Brenda S. Hamilton, Clerk of the Circuit Court B Y l Clerk STEPHANIE M. MOON REYNOLDS, MMC City Clerk CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue, S. W., Room 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 E -mail: clerkCroanokeva.gov July 16, 2019 Donna Payne, Secretary Building and Fire Code Board of Appeals Roanoke, Virginia Dear Ms. Payne: CECELIA F. MCCOY Deputy City Clerk CECELIA T. WEBB, CMC Assistant Deputy City Clerk This is to advise you that D. Jeffry Parkhill has qualified as a member (Architect) of the Building and Fire Code Board of Appeals for a three -year term of office ending June 30, 2022. Sincerely, ' i Q4J Stephanie M. Moon Reyn s, M C City Clerk Oath or Affirmation of Office Commonwealth of Virginia, City of Roanoke, to -wit: I, D. Jeffry Parkhill, do solemnly swear (or affirm) that I will support the Constitution of the United States of America and the Constitution of the Commonwealth of Virginia, and that I will faithfully and impartially discharge and perform all the duties incumbent upon me as a member (Architect) of the Building and Fire Code Board of Appeals for a three -year term of office ending June 30, 2022, according to the best of my ability. (So help me God.) D. Jt-OVtY P KHILL The foregoing oath of off' as en, sworn to, and subscribed before me by D. Jeffry Parkhill this O? day of i- <,2019. Brenda S. Ha ilton, Clerk of the ircuit Court By /1,1411, der SHERMAN P. LEA, SR. Mayor CITY OF ROANOKE CITY COUNCIL 215 Church Avenue, S.W. Noel C. Taylor Municipal Building, Suite 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 Email: clerk @roanokeva.gov July 15, 2019 The Honorable Mayor and Members of Roanoke City Council Roanoke, Virginia Dear Mayor Lea and Members of Council: Council Members William D. Bestpitch Joseph L. Cobb Michelle L. Davis Djuna L. Osborne Anita J. Price Patricia White -Boyd We jointly sponsor a request of Valerie A. Brown, Executive Director, Williamson Road Area Business Association, to highlight activities and initiatives, at the regular meeting of City Council to be held on Monday, July 15, 2019, at 2:00 p.m. Sincerely, qWW_(k Joseph L. Cobb Vice -Mayor Patricia White -Boyd Council Member JLC /PWB:ctw Presentation to Roanoke City Council July 15, 2019 Valerie A. Brown Executive Director Williamson Road Area Business Association Good Afternoon. As the relatively new (7 months) Executive Director for the Williamson Road Area Business Association (or WRABA) I am happy to address you today and share with you a few of the insights I have learned and a few of my goals for the area. I have used the past almost 7 months as a crash course in not only learning the ins and outs of the WRABA office but also in getting to know some of the people who make up Williamson Road, their hopes and ambitions for the area as a whole, but also for their businesses individually. It is these hopes and ambitions, and some in their own words, that I share with you today — visions and ideas that make up my vision for Williamson Road. The Williamson Road Area Business Association was founded in 1981. In 1993, the Roanoke City Council established the Williamson Road Area Special Service District (SSD) to provide additional assistance intended to foster business recruitment and retention as well as to help plan for the development and revitalization of Williamson Road. And for that we say `thank you.' 1 The goals of WRABA are simple but are filled with a wealth of help and encouragement for the businesses of Williamson Road. They are, in part, (1) to market and promote area businesses and services (2)to continue to work closely with both the City and the County to develop innovative programs for the whole of the area (3) to be a unified voice to represent the area business interests (4)to serve as an effective action group to pursue projects, and (5)to encourage property owners and businesses to invest in their own real estate for the good of not only their business but for the greater good of Williamson Road and the City of Roanoke. The businesses of Williamson Road are much more complex yet are not to be outdone in their hopes and dreams. First, the stats: the City has 232 businesses listed on its books for Williamson Road; some of the properties are owned by out of the area owners, others are local owners; but all are managed, and staffed, by individuals who live locally. Many of these managers and staff are not 4 only long -time Roanokers in general but are residents who have lived on and around Williamson Road their entire lives. Williamson Road is history. There are the annual events that everyone knows about: The Star City Motor Madness Cruise -N Night at the end of June. This is an event well attended — and is run by an organization composed entirely of area car clubs. Attendees come from well beyond the Roanoke region — some having traveled from all corners of Virginia, North Carolina, West Virginia, Maryland and beyond to be a part of this fun event. Another event — the Greek Fest, held in September is also a big draw to the Williamson Road area. Again, over a several day period, there are hundreds of families who make their way to enjoy this event. And the last annual "staple" event, if you will, is our Restaurant Week which is planned for October (October 20 -26) this year. We are currently in the process of putting together a committee and working with restaurants up and down Williamson Road to prepare and present a fun week of dining. More plans for this event will be forthcoming. 3 This is just the beginning of what Williamson Road has to offer. The events to show off who we are can be endless. To that end, as Executive Director, I have put together a plan that I'd like to briefly share with you. Yes, Williamson Road is proud of these events and plans to continue them; but Williamson Road is also made up of individuals who are proud of their businesses and have ambitions for those businesses to be successful. However, there are many of these businesses that need help — whether that help be in creating a good work plan for their business, or with the physical upkeep of their properties — something as simple as mowing and landscaping or more complex to include building and parking lot repairs. I recently spoke with a long -time resident of Williamson Road, Missy Light (invite her to stand if she is present) who currently lives and works on Williamson — Fillin' Station Sports Bar & Grill. When I asked for her thoughts — in essence her "WHY" in support of all things Williamson Road she said that she hopes for businesses to have more 4 interest in the upkeep of their buildings. She felt that the lack of attention to upkeep makes it less desirable for the local businesses to attract customers. She further stated that the neighborhoods that make up Williamson Road are not bad, but they do need to have a fresh breath of air breathed into them. Missy also added that the better the neighborhoods look, the more the business owners can and will take pride and pay attention to the area — both theirs and those surrounding. And, she isn't all talk — she is willing to put sweat equity behind what she is wishing for. As she says to herself when she drives up and down Williamson Road — "Wow — if they would only mow or if they would only improve their signs.... " and fill in the rest. (Thank you, Missy) It is one of my goals to take what Missy has said and put it into practice. As I stated earlier, Williamson Road is made up of individuals — and I am sure many of these individuals do not know who we (WRABA) are yet, and they also don't know how or what the City can offer them to do what needs to be done — whether it's working together to improve and /or replace sidewalks, improve the fagade of their buildings, or even taking the bigger step to include work with the road E and signage. It is my goal to talk to, and work with, these businesses and continue to build that bridge between Williamson Road and the City of Roanoke. To that end, and as part of our 2019 -2020 Work Plan we presented to the City, we have begun the first stages of a 5 Year Strategic Plan focused on improving the quality of life the businesses on Williamson Road currently enjoy while at the same time laying the foundation for a more prosperous future for all. The 5 Year Plan will also establish a strategic direction for WRABA in fulfilling these goals. As I mentioned when I was first introduced to many of you, it is my goal to have Williamson Road be a welcoming and attractive destination for all, not just a road between points A and Z - -- but rather, I want us to be all the alphabet letters in- between where people want to stop. I'd like to end my remarks with something I was sent by another long -time resident of Williamson Road. Marc Davis is a life -long Roanoke resident having been involved in many facets of Roanoke City and the surrounding areas. He is currently the Community Services Manager for the Blue Ridge Independent Living Center on Williamson Road. I also learned he is also a poet at heart. When I asked Marc to describe his "WHY" for Williamson Road and all that it can be, he sent me a poem he wrote. I share part of that with you: Williamson Road, is an Everything Avenue... A Melting Pot Street, with its OWN heartbeat. Diversification, with numerous cultures, it's a beer after work.... Williamson Road, You're the Coach and Four, can't forget the New Yorker, but you're so much more Little Hole in the wall stops, Mom & Pop spots, fast food options, ALL are top notch Williamson Road, you're a trip to the car wash, getting your ride clean, see your reflection New rims, stereos, Powerhouse Audio, Wayne's tires maybe, state inspection Williamson Road, you're the Antique shops, the secondhand stores and the strip mall spots The nooks and crannies, the hidden pearls, for gramps and grannies, to boys and girls. As the Executive Director, I may be the face of WRABA, but it's the combination of all of the businesses and those that make up those businesses along with me — together we are the face of Williamson Road. I, and we, look forward to working together with the City to find those hidden pearls and help Williamson Road be all that it can be. -- Thank you. Valerie Brown Executive Director Williamson Road Area Business Association July 15, 2019 H I v SHERMAN P. LEA, SR. Mayor CITY OF ROANOKE CITY COUNCIL 215 Church Avenue, S.W. Noel C. Taylor Municipal Building, Suite 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 Council Members Email: clerk @roanokeva.gov William D. Bestpitch Joseph L. Cobb Michelle L. Davis Djuna L. Osborne Anita J. Price Patricia White -Boyd July 15, 2019 The Honorable Mayor and Members of Roanoke City Council Roanoke, Virginia Dear Mayor Lea and Members of Council: We jointly sponsor a request of Beth Lutjen, Executive Director, Local Colors, to provide an update, at the regular meeting of City Council to be held on Monday, July 15, 2019, at 2:00 p.m. Sincerely, Joseph L. obb Vice -Mayor Anita J. Price Council Member JLC /AJP:ctw LV COLORS • Champions of Ethnic Diversity in the Valley for nearly 30 Years • Partner with Roanoke City in Welcoming America designation and Gateways for Growth Grant • Networking Partner Facilitating Community, Economic Growth, Non -profit Services. • Largest Event celebrating ethnic diversity in central and southwestern Virginia. 30th Anniversary of LC Festival May 17, 2020 • Hosting Hispanic History Month and Lunar New Year celebrations and trainings. Networking with neighboring communities on ethnic diversity and welcoming initiatives. • Board of Directors, Dr. N.L Bishop, Courtney Campbell, Afira DeVries, Dr. Elda Stanco- Downey, Brenda Hale, Stephanie Holladay, Dianna Martin, Judy Moore, Jay Saunders, Jack Thompkins. NEWS: • Partnership with Va Tech Graphic Design, New Logo, New Website, New Image • Strategic Planning Process — LC role in 2020 and beyond • Retirement: After 5 years in the role of Executive Director, Beth Lut en is retiring. A new Executive Director will be announced this week and Beth will transition out in August. Local Colors is a unique Roanoke Treasure that both exhibits our diverse and welcoming spirit and nurtures it, giving it room to grow. Roanoke City Support is vital to our mission and our mission is vital to the growth of Roanoke City. Local Colors of Western VA Driving Economic Development, Improving sense of Community, Providing unique educational opportunities, CREATING A WELCOMING PLACE Local Colors of Western Virginia has a 30 -year history in the valley, as the vision of Pearl Fu and a few of her friends took root to encourage the growth of ethnic diversity. Pearl championed this cause for nearly 25 years. 5 years ago, with the retirement of Pearl for health concerns, I stepped from my previous role as Refugee Resettlement Director and Financial Social Services Manager for Commonwealth Catholic Charities, into the role of Executive Director of Local Colors. It has been my distinct honor to lead the agency through this transition and time of growth. The Local Colors Festival in May is something that the agency is well known for. It has grown from a small celebration of 4 cultures to an International Extravaganza the third Saturday of every May, celebrating more than 50, recently arrived ethnic communities to our Valley and over a hundred ethnic traditions in total. Some of the things that are less visible that Local Colors brings to the valley are: Economic Development Educational Outreach Networking with other area nonprofits businesses schools and Government offices • Welcoming America, Gateways to Growth, VA Foundation for the Humanities • Resource for schools and neighboring municipalities' International events • Local Colors is the tangible evidence of Roanoke's diversity and welcoming spirit and our agency is referenced by every school, business, school, and government in our area when recruiting staff or new business. Support Services provided to other celebrations locally and regionally • Groups in both Lynchburg and Harrisonburg have sought our advice • Partnered with many of the smaller celebrations of ethnic culture when they began Partnerships with many service providers to secure grant funding to serve the Immigrant populations • Letters of support from Local Colors help many non - profits secure grant funding o Jefferson Center, Taubman Museum, History Museum, Roanoke City, Family Services Development Services to the International Community. • Assistance with 501 c 3. • Assistance and referrals for business planning Cross Marketing and promotion In 2018 and 19 Local Colors has been involved with a professor of graphic design at Virginia Tech. his students and several fellow faculty members. This partnership has resulted in development of a new logo, new look and development of a new web site to be rolled out in August. This is all part of our strategic plan for the future. We are refining our mission with a focus on inclusion and advocacy training an education with a vision for the future and sustainability of our services. We are excited for the future but we need the support of the community to insure our sustainability. The City of Roanoke is our largest and longest and largest supporter through the Arts and Culture funding. For that we are very grateful. Your support enables us to do much of the things I have mentioned above. However, our expenses and the requirements from the city and the Health Department have risen over the last 7 years while our funding has maintained the same level. City funding for Local Colors comes exclusively from Arts and Culture funding for the celebrations of ethnic diversity. In the 7 years of level funding, the costs for rental of Elmwood Park have increased and for 2020 will increase almost $1,000, Insurance costs have doubled, sound production cost have increased $700, Providing additional electricity needed for our vendors has led to an increase of $600. All of these increases are just for the one May festival. What I would like to ask the council to do is evaluate the benefit that Local Colors brings to the community and look for ways to support us. The benefit to economic development, the benefit in drawing young professionals to our community, benefits in our schools.... This will be my last time to address this group as Executive Director of Local Colors. I am retiring to focus on my family but I intend to continue to volunteer with the agency. I will certainly help this mission is any way I can, balancing a grandchild on my knee. Thank you for the time to address this body, for your support of this mission and your dedication to making Roanoke a very Welcoming Community Respectfully Submitted, Beth Lutjen 1 IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 15th day of July, 2019. No. 41501- 071519. A RESOLUTION authorizing the acceptance of funding for the regional drug prosecutor's office from the Compensation Board of the Commonwealth of Virginia and authorizing the acceptance, execution, and filing of appropriate documents to obtain such funds. BE IT RESOLVED by the Council of the City of Roanoke as follows: 1. The City of Roanoke hereby accepts funding for the regional drug prosecutor's office in the total amount of $114,425.00 from the Compensation Board of the Commonwealth of Virginia through June 30, 2020, with a local match of $65,381.00. 2. The City Manager is hereby authorized to accept, execute, and file on behalf of the City of Roanoke any and all documents required to obtain such funding. All such documents to be approved as to form by the City Attorney. 3. The City Manager is further directed to furnish such additional information as may be required in connection with the acceptance of the foregoing funding or with such project. ATTEST: e " 0111 City Clerk. IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 15th day of July, 2019. No. 41502- 071519. AN ORDINANCE to appropriate funding from the Commonwealth of Virginia for the Regional Drug Prosecutor Grant, amending and reordaining certain sections of the 2019 -2020 Grant Fund Appropriations, and dispensing with the second reading by title of this ordinance. BE IT ORDAINED by the Council of the City of Roanoke that the following sections of the 2019 -2020 Grant Fund Appropriations be, and the same are hereby, amended and reordained to read and provide as follows: Appropriations Regular Employee Salaries 35- 150 - 4520 -1002 $ 117,205 City Retirement 35- 150 - 4520 -1105 19,491 401 Health Savings Match 35- 150 - 4520 -1117 1,172 FICA 35- 150 - 4520 -1120 8,966 Dental Insurance 35- 150 - 4520 -1126 768 Life Insurance 35- 150- 4520 -1130 1,535 Disability Insurance 35- 150 - 4520 -1131 393 HSA -ER 35- 150 - 4520 -1182 5,276 Health Insurance HSA- ER 35- 150 - 4520 -1185 10,000 Telephone 35- 150- 4520 -2020 1,000 Administrative Supplies 35- 150 - 4520 -2030 4,000 Training and Development 35- 150 - 4520 -2044 4,000 Other Rental 35- 150 - 4520 -3075 6,000 Revenues Regional Drug Prosecutor FY20 -State 35- 150 - 4520 -4520 114,425 Regional Drug Prosecutor FY20 -Local Match 35- 150 - 4520 -4521 65,381 Pursuant to the provisions of Section 12 of the City Charter, the second reading of this ordinance by title is hereby dispensed with. ATTEST: Oep) City Clerk. G.OMMONWE OF VIRGJ? e DONALD S. CALDWELL COMMONWEALTH'S ATTORNEY CITY OF ROANOKE OFFICE OF THE COMMONWEALTH'S ATTORNEY 315 CHURCH AVENUE ROANOKE, VIRGINIA 24016 July 15, 2019 Honorable Sherman P. Lea, Sr., -Mayor Honorable Joseph L. Cobb, Vice -Mayor Honorable William D. Bestpitch, Council Member Honorable Michelle L. Dykstra, Council Member Honorable John A. Garland, Council Member Honorable Djuna L. Osborne, Council Member Honorable Anita J. Price, Council Member Dear Mayor Lea and Members of City Council: Subject: Acceptance of Funding for Drug Prosecutor Background: AREA CODE 540 TEL. No. 853 -2626 FAx 853 -1201 Federal funding was made available to the Commonwealth of Virginia to be used for the development of several Multi - jurisdictional Special Drug Prosecutors statewide. The positions were developed to coordinate prosecutorial efforts among independent jurisdictions, reduce fractional and duplicate prosecutions, enhance the recovery of criminal assets, and utilize federal, state and local resources to assure maximum prosecutorial effectiveness and to provide specialized prosecutorial resources to the regional drug enforcement effort. The Commonwealth's Attorneys of Craig County, Franklin County, Roanoke County, and the Cities of Roanoke and Salem applied on October 9, 1987, to the Commonwealth's Attorneys' Services Council, the State agency responsible for the administration of the grant money, to fund a Multi- jurisdictional Special Drug Prosecutor. City Council accepted the Multi - jurisdictional Special Drug Prosecutor Grant in April, 1988, and a full -time Special Drug Prosecutor was hired in July, 1988. Annual re- application for this funding is required. Considerations: On April 15, 1994, funding for the Drug Prosecutor's Office was transferred from the Commonwealth's Attorneys' Services Council to the Compensation Board. The Compensation Board approved funding for the Drug Prosecutor in the amount of $114,425 effective July 1, 2019, and funding will continue through June 30, 2020. A local match is required. The local match is $65,381 for a total funding of $179,806. Funding for the local share is available in the General Fund - Transfer to Grant Fund (account number 01 -250- 9310- 9535). Recommended Action: Authorize the application for the Grant and accept funding from the Commonwealth of Virginia Compensation Board in the amount of $114,425 with the City providing local match funding in the amount of $65,381. Authorize the City Manager to execute the requisite documents to obtain the funding from the Compensation Board. All such documents shall be reviewed and approved as to form by the City Attorney. Adopt the accompanying budget ordinance to establish revenue estimates for $114,425 in state grant funds and $65,381 in local match, to transfer local match funding from the General Fund Transfer to Grant Fund account (01 -250- 9310- 9535), and to appropriate funding totaling $179,806 per attachment 1 into accounts to be established by the Director of Finance. Respectfully submitted, Donald S. Caldwell Commonwealth's Attorney DSC:skm c: Robert S. Cowell, Jr., City Manager Daniel J. Callaghan, City Attorney Amelia C. Merchant, Director of Finance Stephanie M. Moon Reynolds, City Clerk Troy A. Harmon, Municipal Auditor 2 TOTAL $179,806 Attachment 1 Program Accounts 1002 Regular Employee Salaries $117,205 1105 City - Retirement $19,491 1117 401H Health Savings Account $ 1,172 1120 FICA $ 8,966 1125 Medical Insurance $15,276 1126 Dental Insurance $ 768 1130 Life Insurance $ 1,535 1131 Long Term Disability Ins. $ 393 3075 Other Rental $ 6,000 2020 Telephones $ 1,000 2030 Administrative Supplies $ 4,000 2044 Training and Development $ 4,000 TOTAL $179,806 CITY COUNCIL AGENDA REPORT To: Honorable Mayor and Members of City Council Meeting: July 15, 2019 Subject: Acceptance of Funding for Drug Prosecutor Position concur with the recommendation from Commonwealth Attorney Donald S. Caldwell to accept funding from the Commonwealth of Virginia Compensation Board in the amount of $114,425 with the City providing local match funding in the amount of $65,381. 1 further recommend adopting the accompanying budget ordinance to establish revenue estimates of $114,425 in state grant funds and $65,381 in local match, to transfer local match funding from the General Fund Transfer to Grant Fund account (01- 250 - 9310- 9535), and to appropriate funding totaling $179,806 into accounts to be established by the Director of Finance. - - - -- T ---- - - -- Robert S. Cowell, Jr. City Manager Distribution: Council Appointed Officers Amelia C. Merchant, Director of Finance 1 � � 1 t J wp About this Report o Point -in -Time (PIT) counts of the sheltered and unsheltered occur annually. o The Blue Ridge Interagency Council on Homelessness conducts the PIT count. o Service providers from HAT, VAMC, BRBH and volunteers from the Jefferson College of Health Sciences conducted the unsheltered count January 23, 2019. o Data provides valuable information to area service providers, policy makers, and the general public on challenges and barriers associated with homelessness. o This report includes demographic characteristics for people experiencing homelessness. o This report uses hard count and survey data obtained directly from the Homeless Management Information System (HMIS) for all emergency shelter providers (excluding DV). PIT Count Key Findings o 319 people were experiencing homelessness in the Blue Ridge CoC. o A majority, 95.3%,(304) were staying in emergency shelters, and 4.7% (15) were in unsheltered locations. o Of those experiencing homelessness, 14.7% (47) were children, 78.7% (251) were over the age of 24, and 5.0% (16) were between the ages of 18 and 24. o Between 2018 and 2019, the number of people experiencing homelessness in the Blue Ridge CoC increased by 0.6 %. (317in 2018 and 319 in 2019). o Homelessness increased among people staying in unsheltered locations by 36.4 %. (11 in 2018 and 15 in 2019). o A trend of decreasing numbers over the past seven years in the Blue Ridge CoC shows our high water mark count in 2012 was 561. The count has decreased by 43.1% since 2012. Homelessness o 41 veterans were experiencing homelessness, o There were 13 unaccompanied homeless youth representing an increase of 10.8% over 2018 (37). between the ages of 18 and 24 counted in 2019 (all were sheltered). o All veterans were homeless in households without children (as individuals), two were unsheltered o There were 5 individuals in two parenting youth and 5 were chronically homeless households (2 youth), all were sheltered. o There were 56 individuals in households without children and six people in families with children with chronic patterns of homelessness. o Chronic homelessness increased by 72.2% between 2018 (36) and 2019 (62), but has decreased by 58.4% since 2012 (149). Strategic Goals and Results Achieved 2012 - 2019 GOALS Goal One: Set a path to ending all types of homelessness Goal Two: Prevent and end homelessness among veterans Goal Three: Finish the job of ending chronic homelessness by 2017 Goal Four: Prevent and end homelessness for families, youth, and children by 2020 OUR RESULTS SINCE 2012 Goal One: 43.1% reduction in overall homelessness Goal Two: 43.1% reduction in veteran homelessness Goal Three: 55.7% reduction in chronic homelessness — from 140 to 62 Goal Four: 48% reduction — from 50 families to 26 Primary Reason for Homelessness Insufficient Income (175 %) Substance Use (15.8 %) Fan -vly Conflict /Separation (14.9 %) Fleeing Domestic Violence (11.4 %) Substandard Housing (6.1 %) Discharge from Incarceration ((4.4 %) Eviction from Rental Unit (4.4 %) Mental Health (3.5 %) Lack of Support Network (2.6 %) Eviction from "Doubled Up" (1.8 %) Housing loss Due to Property Sale (1.8 %) Job Loss (1.8 %) Lack of Affordable Housing (1.8 %) Substance Use and Mental Heath (1.8 %) Cannot Obtain Employment Due to Criminal History (0.9 %) Health Issues and Substance Use (0.9%) Lack of Childcare (0.9 %) Lack of Education (09 %) �4 2 �W 2 2 �1 �1 �1 �1 17 7 2019 Point -in -Time Survey Findings INCOME AND EDUCATION HEALTH CARE AND EMERGENCY ATTAINMENT ROOM USAGE o 53.5% of survey respondents reported having a o 45.1% (65 of 144) individuals reported having High School diploma /GED or higher no health insurance o 44.6% (37 of the 83) individuals reported having some form of income o 31.3% of respondents reported not having a High School diploma /GED o 2.1% of respondents reported being a college graduate or leaving a post - graduate degree o 21.7% (18 of 83) single adults surveyed reported receiving health care at an emergency room three or more times in the last six months o These 18 individuals used the ER a total of 122 times in six months (6.8 visits per individual — six individuals reported visiting more than 10 times in the last six months) 2019 Point -in -Time Survey Findings (cont.) DISABILITIES o 18.8% (27 of 144 individuals) reported having a permanent physical disability COMING HERE IN A HOMELESS CONDITION o 43.2% (48 of 111) individuals surveyed reported living outside of the Continuum of Care's service area prior to becoming homeless o 53% (23 of 48) individuals reporting living outside the CoC's service area prior to becoming homeless came from other states; 25 of the 48 (48 %) came from other parts of Virginia 2019 Summer PIT Count o Will be conducted on July 17, 2019 o Complete count of all sheltered and unsheltered individuals o Basic demographic and sub - population data will be collected o Outreach teams will check all bridges and known locations of those sleeping outside Programs that Assist Homeless Individuals and Families in Crisis o Coordinated Assessment System (CAS) • Central Intake —One Door o Community Housing Resource Center • Homeless Prevention Rapid Rehousing o Authority Cares o Homeless Student Liaison Financial Assistance o City of Roanoke — Utility /Rental Assistance Program Homeless Students: HUD Definition vs. McKinney -Vento Educational Definition o Any student living doubled up with no permanent address (whether that's with grandmother, aunt, friend) as well as those living in hotels and shelters as homeless. o For purposes of the HUD definition, the CoC only counts those individuals who are literally homeless (staying in streets /shelters). o During the 2019 PIT count, we identified 47 children (all were staying in shelters). This was a 19% decrease over last year. o The other big difference in the reporting of the numbers from the schools is that they keep a running total from the beginning of the school year (as required by McKinney Vento) even though may have been housed throughout the year. Conclusion Homelessness in the Roanoke Region increased minimally in 2019, but the January 2019 count was 3.4% less than was counted in July 2018 (331). Several significant achievements: the number of homeless families decreased by 7.1% this year over last; the number of homeless children under age 18 decreased 19 %; the number of parenting youth decreased by 50 %. The number of individuals without health insurance decreased from 45.1% last year to 27.5% this year and the percentage of individuals insured with Medicaid coverage increased from 36.7% last year to 71.6% this year. Questions? Carol Tuning Human Services Administrator Chair, Blue Ridge Continuum of Care (540) 312 -8301 Carol.tunin6 @roanokeva.gov Matt Crookshank Director of Homeless Services Council of Community Services (540) 266 -7554 mattc @chrcblueridge.org FULL REPORT AVAILABLE AT: www .endhomelessnessblueridge.org COUNCIL OF S COMMUNITY SERVICES :VdG IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 15th day of July, 2019. No. 41503 - 071519. A RESOLUTION acknowledging and recognizing an increase in the PY2018 Workforce Innovation and Opportunity Act ( "WIOA ") funding from the Virginia Community College System in the amount of $1,208,969 to $1,213,286 for WIOA activities, for the award period of July 1, 2018, through June 30, 2020, the foregoing funding to be administered by the Western Virginia Workforce Development Board. WHEREAS, pursuant to the WIOA that was enacted on July 22, 2014 and replaced the Workforce Investment Act of 1998, federal funding is provided to support various programs in support of various client populations as more particularly described in the City Council Agenda Report dated July 15, 2019; and WHEREAS, the Roanoke Valley - Alleghany Regional Commission was designated as the fiscal agent for WIOA funds and administers the federal funds provided by WIOA through the Virginia Community College System for Local Workforce Area III, the designated area which encompasses the counties of Alleghany, Botetourt, Craig, Franklin, and Roanoke, and the cities of Covington, Roanoke, and Salem. THEREFORE, BE IT RESOLVED by the Council of the City of Roanoke as follows: 1. Council acknowledges and recognizes for the purpose of administering the Western Virginia Workforce Development Board, an increase in the PY2018 WIOA funding in the amount of $1,208,969 to $1,213,286 from the Virginia Community College System, with no local match from the City, to be administered by the Western Virginia Workforce Development Board, and to be used during the award period of July 1, 2018, through June 30, 2020, for the R- acknowledge and recognize Western Va Workforce Development- FY2018 funding. (12.3.18) purpose of administering the WIOA activities, as more particularly set out in the City Council Agenda Report dated July 15, 2019. 2. The City Manager is directed to furnish such additional information as may be required in connection with the acknowledgement and recognition of the foregoing funding. 3. The City Clerk is directed to provide an attested copy of this Resolution to the Western Virginia Workforce Development Board. ATTEST: 4� - �^n.� a�v City Clerk.. R- recognize Western Va Workforce Development- FY2018 increase in funding. (7.15.19) 2 CITY COUNCIL AGENDA REPORT To: Honorable Mayor and Members of City Council Meeting: July 15, 2019 Subject: Funding for Western Virginia Workforce Development Board Workforce Innovation and Opportunity Act (WIOA) Programs Background: The Workforce Innovation and Opportunity Act (WIOA) was signed into law on July 22, 2014 and replaced the Workforce Investment Act of 1998 (WIA). WIOA provisions related to Department of Labor Programs were effective July 1, 2015. The City of Roanoke is the grant recipient for Workforce Innovation and Opportunity Act (WIOA) funding, thus, City Council must recognize the grant funding received, in order for the Western Virginia Workforce Development Board to administer WIOA programs in Local Workforce Development Area III of Virginia. The Roanoke Valley - Alleghany Regional Commission serves as the fiscal agent for The Western Virginia Workforce Development Board and the WIOA funds allocated to Area III which encompasses the counties of Alleghany, Botetourt, Craig, Franklin and Roanoke, and the cities of Covington, Roanoke, and Salem. WIOA funding is for four primary client populations: • Dislocated workers who have been laid off from employment through no fault of their own. Services provided these individuals include intensive job search assistance and employment counseling, additional training to upgrade skills or obtain initial certification or degree, on the job training and supportive services. • Economically disadvantaged individuals as determined by household income guidelines defined by the U.S. Department of Labor. Services provided these individuals include intensive job search assistance and employment counseling, additional training to upgrade skills or obtain initial certification or degree, on the job training and supportive services. • Youth who are economically disadvantaged, or who have other barriers to becoming successfully employed adults. Services provided these individuals include career counseling and exploration, incentives to remain in school, work readiness classes, summer work program, mentoring, tutoring and post secondary education /training. • Businesses in need of employment and job training services. The City of Roanoke has received a Notice of Obligation, on behalf of the Western Virginia Workforce Development Board, from the Virginia Community College System, increasing the allocation of PY2018 WIOA funds from $1,208,969 to $1,213,286, for WIOA Activities for award period .July 1, 2018 - June 30, 2020. Considerations: • Program Operations - Existing activities will continue and planned programs will be implemented. • Funding - Funds are available from the Grantor agency and other sources as indicated, at no additional cost to the City. Recommended Action: Recognize the increase in Western Virginia Workforce Development Board PY2018 WIOA funds from $1,208,969 to $1,213,286 for award period July 1, 2018 to June 30, 2020. -- - - - - -- - - - - - -- -- - - - - -- Robert S. Cowell, Jr. City Manager Distribution: Council Appointed Officers R. Brian Townsend, Assistant City Manager for Community Development Amelia C. Merchant, Director of Finance Steven W. Martin, Director of Human /Social Services #C M 19-00137 E IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 15th day of July, 2019. No. 41504 - 071519. A RESOLUTION authorizing acceptance of the FY2018 Continuum of Care ( "CoC ") Grant Award ( "Grant ") to the City of Roanoke from the U. S. Department of Housing and Urban Development ( "HUD ") in the amount of $45,235, upon certain terms and conditions; authorizing the City of Roanoke to be the fiscal agent for the distribution of the grant proceeds; and authorizing the City Manager to execute any necessary documents necessary to accept such funding. BE IT RESOLVED by the Council of the City of Roanoke that: 1. The City of Roanoke hereby accepts the FY2018 CoC Grant Award from the U. S. Department of HUD, in the amount of $45,235, with a required cash match by the Council of Community Services in the amount of $14,000, for a total award of $59,235, to be used to help provide planning, monitoring and evaluation to the CoC and the Blue Ridge Interagency Council on Homelessness, all as more particularly described in the City Council Agenda Report dated July 15, 2019. 2. Further, the City of Roanoke will provide an in -kind match valued at $14,500 in the form of project oversight by the Human Services Administrator for providing technical assistance to project applicants, serving as Chair of the Continuum of Care and providing staff support to the CoC Board. 3. The City of Roanoke is authorized to be the primary fiscal agent for this Grant, and shall be responsible for distributing the Grant proceeds as set forth in the above referenced City Council Agenda Report. R- Continuum of Care Grant Award - (7.15.19) 4. The City Manager is hereby authorized to execute any and all requisite documents, in a form approved by the City Attorney, and to furnish such additional information as may be required in connection with the City's acceptance of this Grant. ATTEST: Q,s� L�W City � ler R- Continuum of Care Grant Award - (7.15.19) r IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 15th day of July, 2019. No. 41505 - 071519. AN ORDINANCE to appropriate funding from the United States Department of Housing and Urban Development for the Continuum of Care (CoC) Planning Grant, amending and reordaining certain sections of the 2019 -2020 Grant Fund Appropriations, and dispensing with the second reading by title of this ordinance. BE IT ORDAINED by the Council of the City of Roanoke that the following sections of the 2019 -2020 Grant Fund Appropriations be, and the same are hereby, amended and reordained to read and provide as follows: Appropriations Fees For Professional Services Travel Expense Revenues CoC Planning FY20 - Federal 35- 630 - 5434 -2010 $ 42,735 35- 630 - 5434 -2044 2,500 35- 630 - 5434 -5434 45,235 Pursuant to the provisions of Section 12 of the City Charter, the second reading of this ordinance by title is hereby dispensed with. ATTEST: City Clerk. �a CITY COUNCIL AGENDA REPORT To: Honorable Mayor and Members of City Council Meeting: duly 15, 2019 Subject: 2018 HUD Continuum of Care (CoC) Grant Award - CoC Planning Background: The Continuum of Care ( "COC ") is a group consisting of service providers, neighboring localities, including the City of Roanoke, and homeless /formerly homeless individuals, whose role is to develop a long -term strategic plan and manage a year -round planning effort that addresses the identified needs of homeless individuals and households; the availability and accessibility of existing housing and services; and the opportunities for linkages with mainstream housing and services resources. On February 6, 2019, the Department of Housing and Urban Development (HUD) announced the program awards for FY 2018. Our Continuum was awarded $890,645 in total grant projects. These Continuum of Care (CoC) grants will help prevent and end homelessness and provide critically needed support to local programs on the front lines of serving individuals and families experiencing homelessness. The City of Roanoke received $45,235 for CoC Planning. The HUD CoC Planning grant will help provide planning, monitoring and evaluation to the CoC and the Blue Ridge Interagency Council on Homelessness ( BRICH), which serves as an advisory agency to the CoC, and provide oversight to the CoC, as required by HUD. This project will engage the CoC and the BRICH in strategic planning to increase focus on prevention of homelessness and rapid re- housing. It will increase accountability through adoption of community wide standards, program monitoring, and data collection for reporting progress against objectives and standards in the strategic business plan. This level of oversight will increase our ability to meet HUD's national objectives. The project will provide written reports, monitoring and evaluation of HUD programs and assist in the development of subsequent HUD annual CoC grant applications. The Council of Community Services (CCS) is providing $14,000 cash match and documentation of match will accompany each request for reimbursement. The City of Roanoke is providing in -kind match valued at $14,500 in the form of project oversight by the Human Services Administrator as identified in Attachment "A" and will be documented with each request for reimbursement. Recommended Actions: Accept the HUD Planning grant in the amount of $45,235 and the Council of Community Services cash match in the amount of $14,000. Authorize the City Manager to execute the grant documents associated with this funding, and authorize the City of Roanoke to serve as the fiscal agent for such grant. All documents shall be approved as to form by the City Attorney. Adopt the accompanying budget ordinance to establish a revenue estimate in the amount of $59,235 and to appropriate the same amount to Fees for Professional Services in an account to be established by the Director of Finance in the Grant Fund. ---------------------------- Robert S. Cowell, fir. City Manager Distribution: Council Appointed Officers R. Brian Townsend, Assistant City Manager for Community Development Steven Martin, Director of Human and Social Services Carol Tuning, Human Services Administrator Amelia C. Merchant, Director of Finance �QPP�1.AENTOcyO a N �2 Cd G�egN DEI EJ Ms Carol W. Tuning Human Services Administrator City of Roanoke 339 Salem Avenue SW Roanoke; VA 24016 Dear Ms Tuning: U.S. Department of Housing and Urban Development Virginia Office of Community Planning and Development 600 East Broad Street, Suite 300 Richmond, VA 23219 -1800 (800) 842 -2610 JUN 5 2019 S BJECT: Processing Your FY2018 Continuum of Care (CoC) Grant Agreement CoC Planning —City of Roanoke Grant No.: VA0354L3F021800 Congratulations on the selection of your CoC Planning project for funding under the FY 2018 Continuum of Care (CoC) program. All conditions attached to your award for this project have been met or are in process of being met. The operating start date of your grant is I July 2019. Allowable expenses incurred on or after this date through 30 June 2020 may be reimbursed from this grant. Upon execution of the grant agreement and scope of work by the City and HUD, HUD will obligate total funds for this project in the amount of $45,235 allocated entirely to planning. I enclose two copies of the grant agreement and scope of work ghat constitutes the agreement between the City of Roanoke and HUD. Please have both copies of each document signed and return them to this office within two weeks of receipt of this letter. When we receive them, I will sign and execute them for HUD and return one set to you. Please note that your grant cannot begin, and HUD cannot disburse any funds to you for this project, until the grant agreement and scope of work are fully executed. If you have any questions, please call me at (804) 822 -4831. Staff requiring technical assistance should contact Dr. P. Anthony Brinkman at (804) 822 -4827. We look forward to working with you toward the successful continuation of your Continuum of Care (CoC) project. Sincerely, Ronnie J. Legette Director enclosures Recipient Name: City of Roanoke, Virginia Grant No.: VA0354L3F021800 Tax ID No.: 54- 6001564 DUNS No.: 006704316 CONTINUUM OF CARE PROGRAM (CDFA 14.267) GRANT AGREEMENT This Grant Agreement ( "this Agreement ") is made by and between the United States Department of Housin and Urban Development ( "HUD") and the City of Roanoke, Virginia (the "Recipient "). g This Agreement is governed by title IV of the McKinney -Vento Homeless Assistance Act 42 U.S.C. 11301 et seq. (the "Act ") and the Continuum of Care Program rule (the "Rule "). The terms "Grant" or "Grant Funds" mean the funds that are provided under this Agreement. The term "Application" means the application submissions on the basis of which the Grant was approved by HUD, including the certifications, assurances, and any information or documentation required to meet any grant award condition. All other terms shall have the meanings given in the Rule. The Application is incorporated herein as part of this Agreement, except that only the project (those projects) listed, and only in the amounts Iisted on a Scope of Work, are funded by this Agreement. In the event of any conflict between any application provision and any provision contained in this Agreement, this Agreement shall control. The Scope of Work is attached hereto and made a part hereof. If in the future appropriations are made available for Continuum of Care grants; if Recipient applies under a Notice of Funds Availability published by HUD; and, if pul-suant to the selection criteria in the Notice of Funds Availability, HUD selects Recipient and the Project or one or more of the projects listed on the Scope of Work for renewal or for new projects for funding, then additional Scopes of Work may be attached to this Agreement. Those additional Scopes of Work, when attached, will also become a part hereof. The effective date of the Agreement shall be the date of execution by HUD and it is the date use of funds under this Agreement may begin. Each project will have a performance period that will be listed on the Scope(s) of Work to this Agreement. For renewal projects, the period of performance shall begin at the end of the Recipient's final operating year for the project being renewed and eligible costs incurred for a project between the end of Recipient's final operating year under the grant being renewed and the execution of this Agreement may be paid with funds from the first operating year of this Agreement. For each new project funded under this Agreement, Recipient and HUD will set an operating start date in eLOCCS, which will be used to track expenditures, to establish the project performance period and to determine when a project is eligible for renewal. Recipient hereby authorizes HUD to insert the project performance period for new projects into the Scope of Work without Recipient signature, after the operating start date is established in eLOCCS. This Agreement shall remain in effect until termination either 1) by agreement of the parties; 2) by HUD alone, acting under the authority of 24 CFR 578.1.07; 3) upon expiration of the final performance period for all projects funded under this Agreement; or 4) upon the expiration of the period of availability of funds for all projects funded under this Agreement. Recipient agrees: 1. To ensure the operation of the project(s) listed on the Scope of Work in accordance with the provisions of the Act and all requirements of the Rule; 2. To monitor and report the progress of the project(s) to the Continuum of Care and HUD; 3. To ensure, to the maximum extent practicable, that individuals and families experiencing homelessness are involved, through employment, provision of volunteer services, or otherwise, in constructing, rehabilitating, maintaining, and operating facilities for the project and in providing supportive services for the project; Recipient Name: City of Roanoke, Virginia Grant No.: VA0354L3F021800 Tax ID No.: 54- 6001569 DUNS No.: 006704316 4. To require certification from all subrecipients that: a. Subrecipients will maintain the confidentiality of records pertaining to any individual or family that was provided family violence prevention or treatment services through the project; b. The address or location of any family violence project assisted with grant funds will not be made public, except with written authorization of the person responsible for the operation of such project; c. Subrecipients will establish policies and practices that are consistent with, and do not restrict, the exercise of rights provided by subtitle B of title VII of the Act and other laws relating to the provision of educational and related services to individuals and families experiencing homelessness; d. In the case of projects that provide housing or services to families, that. subrecipients will designate a staff person to be responsible for ensuring that children being served in the program are enrolled in school and connected to appropriate services in the community, including early childhood programs such as Head Start, part C of the Individuals with Disabilities Education Act., and programs authorized under subtitle B of title VII of the Act; e. The subrecipient, it officers, and employees are not debarred or suspended from doing business with the Federal Government; and f. Subrecipients will provide information, such as data and reports, as required by HUD; and 5. To establish such. fiscal control and accounting procedures as may be necessary to assure the proper disbursal of, and accounting for grant funds in order to ensure that all financial transactions are conducted, and records maintained in accordance with genera.11_y accepted accounting principles, if the Recipient is a Unified Funding Agency; 6. To monitor subrecipient match and report on match to HUD; 7. To take the educational needs of children into account when families are placed in housing and will, to the maximum extent practicable, place families with children as close as possible to their school of origin so as not to disrupt such children's education; 8. To monitor subrecipients at least annually; 9. To use the centralized or coordinated assessment system established by the Continuum of Care as required by the Rule. A victim service provider may choose not to use the Continuum of Care's centralized or coordinated assessment system, provided that victim service providers in the area use a centralized or coordinated assessment system that meets HUD's minimum requirements and the victim service provider uses that system instead; 10. To follow the written standards for providing Continuum of Care assistance developed by the Continuum of Care, including those required by the Rule; 11. Enter into subrecipient agreements requiring subrecipients to operate the project(s) in accordance with the provisions of this Act and all requirements of the Rule; and 12. To comply with such other terms and conditions as HUD may have established in the applicable Notice of Funds Availability. HUD notifications to the Recipient shall be to the address of the Recipient as stated in the Application, unless the Recipient changes the address and key contacts in e- snaps. Recipient notifications to HUD shall be to the HUD Field Office executing the Agreement. No right, benefit, or advantage of the Recipient hereunder may be assigned without prior written approval of HUD. ' The Agreement constitutes the entire agreement between the parties hereto and may be amended only in writing executed by HUD and the Recipient. 2 Recipient Name: City of Roanoke, Virginia Grant No.: VA0354L3F021800 Tax ID No.: 54- 6001569 DUNS No.: 006704316 By signing below, Recipients that are states and units of local government certify that they are following a current HUD approved CHAS (Consolidated Plan). This agreement is hereby executed on behalf of the parties as follows: UNITED STATES Or AMERICA Secretary of Housing and Urban Development M. Signature and Date Ronnie J. Legette, Sr. Typed name of signatory Director, Virginia Office of Community Planning and Development Title RECIPIENT City of Roanoke, Virginia Name of Organization Wo Robert S. Cowell Authorized Official Signature and Date typed name of signatory City Manager Title Recipient Name: City of Roanoke, Virginia Grant No.: VA0354L3F021800 Tax ID No.: 54- 6001569 DUNS No.: 006704316 SCOPE OF WORK for FY2018 COMPETITION 1. The project listed on this Scope of Work is governed by the Act and Rule, as they may be amended from time to tittle. The project is also subject to the terms of the Notice of Funds Availability for the fiscal year competition in which the funds were awarded and to the applicable annual appropriations act. 2. HUD designations of Continua of Care as High- performing Communities (HPCS) are published in the HUD Exchange in the appropriate Fiscal Years' CoC Program Competition Funding Availability page. Notwith- standing anything to the contrary in the Application or this Grant Agreement, Recipient may only use grant funds for HPC Homelessness Prevention Activities if the Continuum ghat designated the Recipient to apply for this grant was designated an HPC for the applicable fiscal year. 3. Recipient is not a Unified Funding Agency and was not the only Applicant. the Continuum of Care desig- nated to apply for and receive cyrant funds and is not the only Recipient for the Continuum of Care that des- ignated it. HUD's total funding obligation for this grant is 845,235.00 for project number VA0354L3F021800. If the project is a renewal to which expansion funds have been added during this com- petition, the Renewal Expansion Data Report, including the Summary Budget therein, in e -snaps is incorpo- rated herein by reference and made a part hereof. In accordance with 24 CFR § 578.105(b), Recipient is pro- hibited from moving more than 10% from one budget line item in a project's approved budget to another without a written amendment to this Agreement. The obligation for this project shall be allocated entirely to planning. 4. Grant term is 12 months. The performance period for the project begins 1 July 2019 and ends 30 June 2020. No funds for new projects may be drawn down by Recipient until HUD has approved site control pursuant to §57821 and §578.25 and no funds for renewal projects may be drawn down by Recipient before the end date of the project's final operating year under the grant that has been renewed. 5. If grant funds will be used for payment of indirect costs, the Recipient is authorized to insert the Recipient's and Subrecipients' federally recognized indirect cost rates on the attached Federally Recognized Indirect Cost Rates Schedule, which Schedule shall be incorporated herein and made a part of the Agreement. No indirect costs may be charged to the grant by the Recipient if their federally recognized cost rate is not listed on the Schedule. If no federally recognized indirect cost rate is listed on the Schedule for a project. funded under this Agreement, no indirect costs may be charged to the project by the subrecipient carrying out that project. 6. The project has not been awarded project -based rental assistance for a term of fifteen (15) years. Additional funding is subject to the availability of annual appropriations. Recipient Name: City of Roanoke, Virginia Grant No.: VA0354L3F021800 Tax ID No.: 54- 6001569 DUNS No.: 006704316 UNITED STATES OF AMERICA Secretary of Housing and Urban Developinent By: Ronnie J. Le (yette. Sr. Signature and Date Typed name of signatory Director, Virginia Office of Community Planning and Development Title RECIPIENT City of Roanoke, Virginia Name of Organization By: Robert S. Cowell Authorized Official Signature and Date Typed name of signatory City Manager Title FEDERALLY RECOGNIZED INDIRECT COST RATE SCHEDULE Grant No. Recipient Name Indirect Cost Rate Cost Base FA DEPARTMENT OF SOCIAL SERVICES 1510 Williamson Road, NE ilk Roanoke. Virginia 252 540.853.2591 fax; 5404o.8S3.zoz7 ROANOKE August 13, 2018 Ms. Carol Tuning Human Services Administrator 339 Salem Avenue Roanoke, VA 24016 Dear Ms. Tuning, This letter is in support of your request for the City of Roanoke Planning grant from the U.S. Department of Housing and Urban Development (HUD). The City of Roanoke provides planning oversight for the Continuum of Care process and Emergency Solutions grant funding. Leveraging funds are being provided in the form of project oversight by the Human Services Administrator at 25% of annual salary totaling $14,500. This includes providing technical assistance to project applicants, serving as Chair of the Continuum of Care and providing staff support to the CoC Board. The City of Roanoke is in full support of the Planning Grant that continues to coordinate the distribution of several competitive homeless assistance programs. The importance of evaluating the needs of homeless people in the community, assessing performance of existing activities, and prioritizing activities for funding are key components that require additional funding and resources. Sincerely, S Director, Human /Social Services r COUNCIL OF Spa COMMUNITY SERVICES ld ).if es (lummui ;ty needy inn solutions y Connects comrnan ay to proyr)rns Y Launrhes new Char August 15, 2018 Chris Chittum Vice Chair Karen Mason Board of Directors Carol Tuning, BSW, MALS Lee Clark Human Services Administrator Kit Hale Chair, Blue Ridge Continuum of Care Nancy Hans 339 Salem Avenue S W dr. Lorraine S. Lange Karen Mason Roanoke, VA 24016 Richard "Pete` Peters Paul F. Phillips Dear Carol, Bruce Phipps Wayne G. Strickland Daniel C Summerlin, Iii This is to confirm the Council of Community Services' (CCS) commitment to provide a Chris Thomas cash match from unrestricted private dollars valuing $14,000 to support the City of President Roanoke's Continuum of Care FY 2018 planning grant application. Daniel W Merenda This cash contribution will pay for I 1 % of the CCS President's time spent designing Programs 2 -1 -1 VIRGINIA planning strategies and supporting activites of the project to include facilitation of the Blue Ridge Community CoC's strategic planning sessions; preparing strategic planning documents and actions Assistance Network plans; assistance in writing the annual Point -in -Time report; leading the CDC'S project Community Housing monitoring activities; and providing assistance in drafting other community reports and Resource Center Drop -in Center documents. HandsOn Blue Ridge Nonprofit Roanoke The Council of Community Services has fifty four years of experience in the areas of Planning & Consultation Retired & Senior Volunteer planning, research and information referral. We are committed to continuing our work Program closely with all Roanoke Valley stakeholders to address the issue of homelessness. USDA Child & Adult Care Food Program If you need additional information please do not hesitate to contact me at your Standing Committees convenience. Family Violence Coordinating Council Since y Roanoke Regional ' Housing Network yx,� Daniel W. Mery /e_nndja President Council of Community Services Find the Council online o, a A United Way Partner Agency D v wtay �� W IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 15th day of July, 2019. No. 41506 - 071519. A RESOLUTION authorizing acceptance of the FY2020 "Four for Life" Grant for Emergency Medical Services (EMS) made to the City of Roanoke by the Commonwealth of Virginia, Department of Health, and authorizing execution of any required documentation on behalf of the City. BE IT RESOLVED by the Council of the City of Roanoke as follows: 1. The City Manager is hereby authorized on behalf of the City to accept from the Commonwealth of Virginia, Department of Health, the FY2020 "Four for Life" Grant for Emergency Medical Services (EMS) in the amount of $85,120.80, with no local match, to be used for training, supplies, or other appropriate items used for EMS, as more particularly described in the City Council Agenda Report dated July 15, 2019. 2. The City Manager and City Clerk are hereby authorized to execute and attest, respectively, for and on behalf of the City, any and all requisite documents pertaining to the City's acceptance of the grant, such documents to be approved as to form by the City Attorney. 3. The City Manager is further directed to furnish such additional information as may be required by from the Commonwealth of Virginia, Department of Health, in connection with the acceptance of the foregoing grant. ATTEST: (,iYt City Clerk. � R -Four for Life GRANT- 7.15.19.doc IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 15th day of July, 2019. No. 41507 - 071519. AN ORDINANCE appropriating funding from the Virginia Department of Health for the purpose of purchasing emergency medical service (EMS) training, equipment and supplies, amending and reordaining certain sections of the 2019 -2020 Grant Fund Appropriations, and dispensing with the second reading by title of this ordinance. BE IT ORDAINED by the Council of the City of Roanoke that the following sections of the 2019 -2020 Grant Fund Appropriations be, and the same are hereby, amended and reordained to read and provide as follows: Appropriations Expendable Equipment Training and Development Vehicular Equipment Other Equipment Revenues Four - For -Life Grant FY20 35- 520 - 3682 -2035 $ 15,000 35- 520 - 3682 -2044 5,000 35- 520 - 3682 -9010 30,000 35- 520 - 3682 -9015 35,121 35- 520 - 3682 -3682 85,121 Pursuant to the provisions of Section 12 of the City Charter, the second reading of this ordinance by title is hereby dispensed with. ATTEST: City Clerk. CITY COUNCIL AGENDA REPORT To: Honorable Mayor and Members of City Council Meeting: July 15, 2019 Subject: Four For Life Payment for Emergency Medical Services Background: Roanoke Fire -EMS has received notification that the City of Roanoke will be receiving the Fiscal Year 2020 "Four- For - Life" payment for Emergency Medical Services (EMS) in the amount of $85,121. The purpose of these funds is the purchase of training, supplies or other appropriate items used for EMS. Considerations: City Council action is needed to formally accept and appropriate these funds, and authorize the Director of Finance to establish revenue estimates and appropriations to purchase the equipment and supplies in accordance with provisions of this payment. Recommended Action: Accept the Four - For -Life payment as described above and authorize the City Manager to execute any required agreements or documents, such to be approved as to form by the City Attorney. Adopt the accompanying budget ordinance to authorize the Director of Finance to establish a revenue estimate in the amount of $85,121 and appropriate $85,121 into expenditure accounts in the Grant Fund. Robert S. Cbwel1, .J r. City Manager Distribution: Council Appointed Officers Sherman M. Stovall, Assistant City Manager for Operations Amelia C. Merchant, Director of Finance IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 15th day of July, 2019. No. 41508 - 071519. A RESOLUTION authorizing acceptance of the Virginia Sexual and Domestic Violence Victim Fund Grant made to the City of Roanoke by the Virginia Department of Criminal Justice Services, and authorizing execution of any required documentation on behalf of the City. BE IT RESOLVED by the Council of the City of Roanoke as follows: 1. The City Manager is hereby authorized on behalf of the City to accept from the Virginia Department of Criminal Justice Services, the Virginia Sexual and Domestic Violence Victim Fund Grant in the amount of $31,588, with a local match of $24,007, making total funding of $55,595, for the continued employment of the Police Department's Sexual Violence Specialist and Hispanic Outreach Coordinator, as more particularly described in the City Council Agenda Report dated July 15, 2019. 2. The City Manager is hereby authorized to execute and file, on behalf of the City, any documents setting forth the conditions of the grant in a form approved by the City Attorney. 3. The City Manager is further directed to furnish such additional information as may be required in connection with the acceptance of the foregoing grant. ATTEST: �r � 1I _� • R- police dept sexual & domestic violence coordinator grant. 7.15.19.doc r)-� IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 15th day of July, 2019. No. 41509- 071519. AN ORDINANCE to appropriate funding from the Commonwealth of Virginia for the Virginia Sexual and Domestic Violence Victim Fund Grant, amending and reordaining certain sections of the 2019 -2020 Grant Fund Appropriations, and dispensing with the second reading by title of this ordinance. BE IT ORDAINED by the Council of the City of Roanoke that the following sections of the 2019 -2020 Grant Fund Appropriations be, and the same are hereby, amended and reordained to read and provide as follows: Appropriations Regular Employee Wages City Retirement Health Savings FICA Medical Insurance Dental Insurance Life Insurance Revenues Domestic Violence Victim FY20 - State Domestic Violence Victim FY20 — Local 35- 640 - 3376 -1002 $ 38,795 35- 640 - 3376 -1105 6,610 35- 640 - 3376 -1117 388 35- 640 - 3376 -1120 2,968 35- 640 - 3376 -1125 5,877 35- 640 - 3376 -1126 449 35- 640 - 3376 -1130 508 35- 640 - 3376 -3376 31,588 35- 640 - 3376 -3377 24,007 Pursuant to the provisions of Section 12 of the City Charter, the second reading of this ordinance by title is hereby dispensed with. ATTEST: City Clerk. CITY COUNCIL AGENDA REPORT a To: Honorable Mayor and Members of City Council Meeting: duly 15, 2019 Subject: 2020 Virginia Sexual and Domestic Violence Victim Fund Grant Background: The Department of Criminal justice Services of the Commonwealth of Virginia has awarded the Roanoke Police Department $31,588 in grant funding as part of the Virginia Sexual and Domestic Violence Victim Fund. There is no local match requirement. The Roanoke Police Department will use the award to partially fund its existing Sexual Violence Specialist position. The Sexual Violence Specialist was previously funded as a full -time employee position through a combination of general funds and grant funds in the absence of alternative grant funding sources. The 2020 Virginia Domestic Violence Victim Fund grant is not sufficient to fully cover the salary and benefits of a full time position. To maintain the position as a full time employee at current salary and benefit levels, the City of Roanoke will be required to provide an additional $24,007 in funding to the 2020 Virginia Domestic Violence Victim Fund grant. The Sexual Violence Specialist is an essential employee who provides services to the victims of sexual assault. The Sexual Violence Specialist investigates sexual violence offenses, ensures that victims receive support services throughout their case, and prepares cases for prosecution. Beyond the services that the employee provides in a grant funded capacity, the individual also serves as the Hispanic Outreach Coordinator for the Roanoke Police Department. The Hispanic Outreach Coordinator coordinates community events, assists in criminal investigations, and works to improve community relations. Recommended Action: Accept the 2020 Virginia Domestic Violence Victim Fund grant described above and authorize the City Manager to execute the grant agreement and any related documents; all such documents to be approved as to form by the City Attorney. Adopt the accompanying budget ordinance to establish a revenue estimate in the Grant fund for State grant funds of $31,588, transfer funding in the amount of $24,007 from the Transfer to Grant Fund account (01- 250 -9310 -9535) to provide local funding, and appropriate total funding of $55,595 for salary and benefits into accounts to be established by the Director of Finance in the Grant Fund. 1 Robert S. Cowell, r. City Manager Distribution: Council Appointed Officers R. Brian Townsend, Assistant City Manager for Community Development Amelia C. Merchant, Director of Finance Timothy S. Jones, Chief of Police 2 _6�� IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 15th day of July, 2019. No. 41510 - 071519. A RESOLUTION accepting the Virginia Department of Transportation's (VDOT) award to the City in the total amount of $230,000 for the FY19 Federal Highway Pedestrian Safety Action Plan (PSAP) funds for the City's Pedestrian Safety Action Project (Project); authorizing the City Manager to execute a VDOT Standard Project Administration Agreement for Federal- aid Projects and Appendix A; and authorizing the City Manager to take certain other actions in connection with the above matter and Project. BE IT RESOLVED by the Council of the City of Roanoke as follows: 1. The City of Roanoke hereby accepts the VDOT award in the total amount of $230,000 for the PSAP program for the Project, with no required local match from the City, which Project will reduce pedestrian fatal and severe injury crashes on roadway segments and intersections, all as more fully set forth in the City Council Agenda Report dated July 15, 2019. 2. City Council hereby authorizes the City Manager to execute any documents necessary to receive such award, with such documents to be approved as to form by the City Attorney. 3. The City Manager is hereby authorized to execute a VDOT Standard Project Administration Agreement for Federal -aid Projects and Appendix A, substantially similar to the one attached to the above mentioned City Council Agenda Report, as further set forth in such Agenda Report. Such Agreement and Appendix A shall be approved as to form by the City Attorney. 4. The City Manager is hereby authorized to take such further actions and execute such further documents as may be necessary to obtain, accept, implement, administer, and use such funds in the total amount of $230,000 from VDOT, for the above mentioned Project, with any such documents to be approved as to form by the City Attorney. 5. The City of Roanoke hereby agrees to commit to its share of the total cost for preliminary engineering, right of way, and construction of the Project under agreement with VDOT in accordance with the Project agreement financial documents. ATTEST: City Clerk. 2 IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 15th day of July, 2019. No. 41511 - 071519. AN ORDINANCE to appropriate funding from the Virginia Department of Transportation for Pedestrian Safety projects, amending and reordaining certain sections of the 2019 -2020 Capital Projects Fund Appropriations, and dispensing with the second reading by title of this ordinance. BE IT ORDAINED by the Council of the City of Roanoke that the following sections of the 2019 -2020 Capital Projects Fund Appropriations be, and the same are hereby, amended and reordained to read and provide as follows: Appropriations Appropriated from Fed Grant Funds 08- 530 - 9493 -9002 $ 230,000 Revenues VDOT — FY20 PSAP 08- 530 - 9493 -9493 230,000 Pursuant to the provisions of Section 12 of the City Charter, the second reading of this ordinance by title is hereby dispensed with. ATTEST: n City Clerk. CITY COUNCIL AGENDA REPORT To: Honorable Mayor and Members of City Council Meeting: July 15, 2019 Subject: Acceptance of FYI Virginia Department of Transportation (VDOT) Pedestrian Safety Action Plan (PSAP) Program Authorization for New VDOT Agreement and Appropriation of funds. Background: The Federal Highway Pedestrian Safety Action Plan is a federally funded program aimed at reducing pedestrian fatal and severe injury crashes on roadway segments and intersections. The City of Roanoke has been awarded funding under the PSAP program and has divided the project into two parts. The first part of the project includes upgrading the pedestrian signals at signalized intersections throughout downtown. The upgrades will include countdown pedestrian signal heads indicating how many seconds are remaining during the pedestrian phase and to add Accessible Pedestrian Signal (APS) beacons to broadcast an audible indication to pedestrians who are visually impaired when the "Walk" phase is activated by a signal to cross the street. The PSAP program is 100% federally funded. The total project budget is $230,000. The second part of this project includes the installation of new pedestrian signals and ADA accessibility improvements at six (6) signalized intersections along Williamson Road, Southeast Roanoke and within Downtown Roanoke. This project will be administered and managed by VDOT, no local funding is required. Total project budget is $751 ,196. Considerations: For the first part of the project the City will administer all phases of this project according to VDOT's Locally Administered Projects (LAP) Manual. VDOT will approve the City's actions at various stages of project implementation and will reimburse the City upon completion of the project. City staff from the Transportation Division will assume responsibility for the installation of these pedestrian infrastructure improvements. Recommended Action: Accept the Federal Highway Pedestrian Safety Action Plan award in the amount of $230,000 as set forth above which will be allocated to the City portion of the PSAP project referred to above. Authorize the City Manager to execute a VDOT Standard Project Administration Agreement for the City's PSAP project similar to the one attached to this City Manager's report. Such agreement shall be in a form approved by the City Attorney. Authorize the City Manager to take such actions and execute such additional documents as may be necessary to obtain, accept, implement, administer and use such funds of $230,000 from VDOT for the PSAP project as referred to above. Establish a revenue estimate in the amount of $230,000 and appropriate the same into a new capital account to be established by the Director of Finance. ----- ------------ Robert S. Cowell, Jr. City Manager Distribution: Council Appointed Officers Sherman M. Stovall, Assistant City Manager for Operations Amelia C. Merchant, Director of Finance Robert K. Bengtson, P.E., Director of Public Works Mark D. Jamison, P.E., PTOE, Transportation Division Manager Luke Pugh, City Engineer 2 Appendix A Date: 7/2/2019 Project Number: 9999 - 128 -S38 UPC: 114765 CFDA # 20.205 Localitv: City of Roanoke Project Location ZIP +4: 24011 -0016 Locality DUN§ #006704316 Locality Address (ind ZIP +4): Total Estimated Cost Estimated Locality Project Expenses $0 215 Church Ave. SW $225,000 $225,000 Roanoke, VA 24011 -0016 �, - �� i�:p§ "-i a?-"°. "ass _ Work Via 8 _ .. f H ^? i, r 't '� ?u S e�a tnf rt x ,. J!' .., a(w .,`i ,. �.��+.. Yr i �..'s ,� ,.. :.., Project will upgrade pedestrian signal heads to countdown pedestrian heads and install APS beacons at various intersections in the City of Description: Roanoke. Estimated Total Project Costs $0 $0 From: Various Phase Estimated Project Costs To: Various Local Share Amount (Estimated Cost -Local Locality Project Manager Contact info: Hong Liu ; 540 - 853 -2686 hong.liu@roanokeyi.gov Department Project Coordinator Contact Info: Cheryl Becker; 540 - 387 -5399 Cheryl. Becker WDOT. Virg inia. Q ov Preliminary Engineering Right of Way and Utilities Construction Total Estimated Cost Estimated Locality Project Expenses $0 $0 $225,000 $225,000 Estimated VDOT Project Expenses $0 $0 $5,000 $5,000 t y Funds type Estimated Total Project Costs $0 $0 $230,000 $230,000 Phase r,i, # �., �. w Ptk eci host -and Reirobutsementu . s . Ft _, p * i Estimated t y Funds type Local °� Participation for Maximum Reimbursement Reimbursement to Phase Estimated Project Costs Local Share Amount (Estimated Cost -Local Locality (Choose hum drop down box) Funds Type Share) (Max. Reimbursement - Est. VDOT Expenses) Preliminary Engineerin Total PE $0 Right of Way & Utilities Total RW $0 Construction $230,000 Safety Funds 0% $0 $230,000 $0 $0 $0 $0 Total CN $230,000 $0 $230,000 $225,000 Total Estimated Cost $230,000 $0 $230,000 $225,000 Total Maximum Reimbursement by VDOT to Locality Less Local Share $230,000 Estimated Total Reimbursement by VDOT to Locality Less Local Share and VDOT Expenses $225,000 m#Pro eC tnancin r.`:? + `91,`"§€ i ,w. t " ?'-3, `: 4' svT nJ ne.�: r'',y,. Aggregate Safety Funds Allocations $230,000 � - -� $230,000 This Project shall be administered in accordance with VDOT's Locally Administered Projects Manual and Urban Manual In accordance with Chapter 12.1.3 (Scoping Process Requirements) of the LAP Manual, the locality shall complete project scoping on or before 10/28/2019. This is a limited funds project. The LOCALITY shall be responsible for any additional funding in excess of $230,000 Reimbursement for eligible expenditures shall not exceed funds allocated each year by the Commonwealth Transportation Board in the Six Year Improvement Program. All local funds included on this appendix have been formally committed by the local government's board or council resolution subject to appropriation. The LOCALITY will continue to operate and maintain the facility as constructed. Should the design features of the Project be altered by the LOCALITY subsequent to Project completion without >proval of the DEPARTMENT, the LOCALITY inherently agrees, by execution of this agreement, to make restitution, either physically or monetarily, as required by the DEPARTMENT. This Appendix A is for CN only. This attachment is certified and made an official attachment to this document by the parties to this agreement. Authorized Locality Official and Date Typed or printed name of person signing Revised: February 1, 2019 Authorized VDOT Official and Date Jay Guy, Program Manager Typed or printed name of person signing STANDARD PROJECT ADMINISTRATION AGREEMENT Federal -aid Projects Project Number UPC Local Government 9999 - 128 -S38 114765 City of Roanoke THIS AGREEMENT, made and executed in triplicate this day of , 20_, by and between the City of Roanoke, Virginia, hereinafter referred to as the LOCALITY and the Commonwealth of Virginia, Department of Transportation, hereinafter referred to as the DEPARTMENT. WHEREAS, the LOCALITY has expressed its desire to administer the work described in Appendix A, and such work for each improvement shown is hereinafter referred to as the Project; and WHEREAS, the funds shown in Appendix A have been allocated to finance each Project; and WHEREAS, the LOCALITY is committed to the development and delivery of each Project described in Appendix A in an expeditious manner; and; WHEREAS, both parties have concurred in the LOCALITY's administration of the phase(s) of work for the respective Project(s) listed in Appendix A in accordance with applicable federal, state, and local law and regulations. NOW THEREFORE, in consideration of the mutual premises contained herein, the parties hereto agree as follows: 1. The LOCALITY shall: a. Be responsible for all activities necessary to complete the noted phase(s) of each Project shown in Appendix A, except for activities, decisions, and approvals which are the responsibility of the DEPARTMENT, as required by federal or state laws and regulations or as otherwise agreed to, in writing, between the parties. Each Project will be designed and constructed to meet or exceed current American Association of State Highway and Transportation Officials standards or supplementary standards approved by the DEPARTMENT b. Meet all funding obligation and expenditure timeline requirements in accordance with all applicable federal and state laws and regulations, and Commonwealth Transportation Board and DEPARTMENT policies and as identified in Appendix A to this Agreement. Noncompliance with this requirement can result in deallocation of the funding, rescinding of state funding match, termination of this Agreement, or DEPARTMENT denial of future requests to administer projects by the LOCALITY. UPC 114765 Project # 9999 - 128 -S38 Locality: City of Roanoke Receive prior written authorization from the DEPARTMENT to proceed with preliminary engineering, right -of -way acquisition and utility relocation, and construction phases of each Project. d. Administer the project(s) in accordance with guidelines applicable to Locally Administered Projects as published by the DEPARTMENT. e. Maintain accurate and complete records of each Project's development and documentation of all expenditures and make such information available for inspection or auditing by the DEPARTMENT. Records and documentation for items for which reimbursement will be requested shall be maintained for no less than three (3) years following acceptance of the final voucher on each Project. f. No more frequently than monthly, submit invoices with supporting documentation to the DEPARTMENT in the form prescribed by the DEPARTMENT. The supporting documentation shall include copies of related vendor invoices paid by the LOCALITY and an up -to -date project summary and schedule tracking payment requests and adjustments. A request for reimbursement shall be made within 90 days after any eligible project expenses are incurred by the LOCALITY. For federally funded projects and pursuant to 2 CFR 200.338, Remedies for Noncompliance, violations of the provision may result in the imposition of sanctions including but not limited to possible denial or delay of payment of all or a part of the costs associated with the activity or action not in compliance. g. Reimburse the DEPARTMENT all Project expenses incurred by the DEPARTMENT if, due to action or inaction solely by the LOCALITY, federally funded Project expenditures incurred are not reimbursed by the Federal Highway Administration (FHWA), or reimbursements are required to be returned to the FHWA, or in the event the reimbursement provisions of Section 33.2 -214 or Section 33.2 -331 of the Code of Virginia, 1950, as amended, or other applicable provisions of federal, state, or local law or regulations require such reimbursement. h. On Projects that the LOCALITY is providing the required match to state or federal funds, pay the DEPARTMENT the LOCALITY's match for eligible Project expenses incurred by the DEPARTMENT in the performance of activities set forth in paragraph 2.a. i. Administer the Project in accordance with all applicable federal, state, or local laws and regulations. Failure to fulfill legal obligations associated with the project may result in forfeiture of federal or state -aid reimbursements Provide certification by a LOCALITY official that all LOCALITY administered Project activities have been performed in accordance with all federal, state, and local laws and regulations. If the LOCALITY expends over $750,000 annually in federal funding, such certification shall include a copy of OAG Approved 6/18/2012; Revised 2/5/2015 2 UPC 114765 Project # 9999 - 128 -S38 Locality: City of Roanoke the LOCALITY's single program audit in accordance with 2 CFR 200.501, Audit Requirements. k. If legal services other than that provided by staff counsel are required in connection with condemnation proceedings associated with the acquisition of Right -of -Way, the LOCALITY will consult the DEPARTMENT to obtain an attorney from the list of outside counsel approved by the Office of the Attorney General. Costs associated with outside counsel services shall be reimbursable expenses of the project. 1. For Projects on facilities not maintained by the DEPARTMENT, provide, or have others provide, maintenance of the Project upon completion, unless otherwise agreed to by the DEPARTMENT. m. Ensure compliance with the provisions of Title VI of the Civil Rights Act of 1964, regulations of the United States Department of Transportation (USDOT), Presidential Executive Orders and the Code of Virginia relative to nondiscrimination; and as a sub - recipient of federal funds, adopt and operate under the DEPARTMENT's FHWA- approved Disadvantaged Business Enterprise (DBE) Program Plan in accordance with 49 CFR Part 26. 2. The DEPARTMENT shall: a. Perform any actions and provide any decisions and approvals which are the responsibility of the DEPARTMENT, as required by federal and state laws and regulations or as otherwise agreed to, in writing, between the parties and provide necessary coordination with the FHWA as determined to be necessary by the DEPARTMENT. b. Upon receipt of the LOCALITY's invoices pursuant to paragraph I.f., reimburse the LOCALITY the cost of eligible Project expenses, as described in Appendix A. Such reimbursements shall be payable by the DEPARTMENT within 30 days of an acceptable submission by the LOCALITY. c. If appropriate, submit invoices to the LOCALITY for the LOCALITY's share of eligible project expenses incurred by the DEPARTMENT in the performance of activities pursuant to paragraph 2.a. d. Audit the LOCALITY's Project records and documentation as may be required to verify LOCALITY compliance with federal and state laws and regulations. e. Make available to the LOCALITY guidelines to assist the parties in carrying out responsibilities under this Agreement. OAG Approved 6/18/2012; Revised 2/5/2015 3 UPC 114765 Project # 9999 - 128 -S38 Locality: City of Roanoke 3. Appendix A identifies the funding sources for the project, phases of work to be administered by the LOCALITY, and additional project - specific requirements agreed to by the parties. There may be additional elements that, once identified, shall be addressed by the parties hereto in writing, which may require an amendment to this Agreement. 4. If designated by the DEPARTMENT, the LOCALITY is authorized to act as the DEPARTMENT's agent for the purpose of conducting survey work pursuant to Section 33.2 -1011 of the Code of Virginia, 1950, as amended. 5. Nothing in this Agreement shall obligate the parties hereto to expend or provide any funds in excess of funds agreed upon in this Agreement or as shall have been included in an annual or other lawful appropriation. In the event the cost of a Project is anticipated to exceed the allocation shown for such respective Project on Appendix A, both parties agree to cooperate in providing additional funding for the Project or to terminate the Project before its costs exceed the allocated amount, however the DEPARTMENT and the LOCALITY shall not be obligated to provide additional funds beyond those appropriated pursuant to an annual or other lawful appropriation. 6. Nothing in this Agreement shall be construed as a waiver of the LOCALITY's or the Commonwealth of Virginia's sovereign immunity. 7. The Parties mutually agree and acknowledge, in entering this Agreement, that the individuals acting on behalf of the Parties are acting within the scope of their official authority and the Parties agree that neither Party will bring a suit or assert a claim against any official, officer, or employee of either party, in their individual or personal capacity for a breach or violation of the terms of this Agreement or to otherwise enforce the terms and conditions of this Agreement. The foregoing notwithstanding, nothing in this subparagraph shall prevent the enforcement of the terms and conditions of this Agreement by or against either Party in a competent court of law. 8. The Parties mutually agree that no provision of this Agreement shall create in the public, or in any person or entity other than the Parties, rights as a third party beneficiary hereunder, or authorize any person or entity, not a party hereto, to maintain any action for, without limitation, personal injury, property damage, breach of contract, or return of money, or property, deposit(s), cancellation or forfeiture of bonds, financial instruments, pursuant to the terms of this Agreement or otherwise. Notwithstanding any other provision of this Agreement to the contrary, unless otherwise provided, the Parties agree that the LOCALITY or the DEPARTMENT shall not be bound by any agreements between either party and other persons or entities concerning any matter which is the subject of this Agreement, unless and until the LOCALITY or the DEPARTMENT has, in writing, received a true copy of such agreement(s) and has affirmatively agreed, in writing, to be bound by such Agreement. OAG Approved 6/18/2012; Revised 2/5/2015 4 UPC 114765 Project # 9999 - 128 -S38 Locality: City of Roanoke 9. This Agreement may be terminated by either party upon 30 days advance written notice. Eligible Project expenses incurred through the date of termination shall be reimbursed in accordance with paragraphs 11, l.g., and 2.b, subject to the limitations established in this Agreement and Appendix A. Upon termination, the DEPARTMENT shall retain ownership of plans, specifications, and right of way, unless all state and federal funds provided for the Project have been reimbursed to the DEPARTMENT by the LOCALITY, in which case the LOCALITY will have ownership of the plans, specifications, and right of way, unless otherwise mutually agreed upon in writing. 10. Prior to any action pursuant to paragraphs Lb or Lg of this Agreement, the DEPARTMENT shall provide notice to the LOCALITY with a specific description of the breach of agreement provisions. Upon receipt of a notice of breach, the LOCALITY will be provided the opportunity to cure such breach or to provide a plan to cure to the satisfaction to the DEPARTMENT. If, within sixty (60) days after receipt of the written notice of breach, the LOCALITY has neither cured the breach, nor is diligently pursuing a cure of the breach to the satisfaction of the DEPARTMENT, then upon receipt by the LOCALITY of a written notice from the DEPARTMENT stating that the breach has neither been cured, nor is the LOCALITY diligently pursuing a cure, the DEPARTMENT may exercise any remedies it may have under this Agreement. THE LOCALITY and DEPARTMENT acknowledge and agree that this Agreement has been prepared jointly by the parties and shall be construed simply and in accordance with its fair meaning and not strictly for or against any party. THIS AGREEMENT, when properly executed, shall be binding upon both parties, their successors, and assigns. THIS AGREEMENT may be modified in writing by mutual agreement of both parties. OAG Approved 6/18/2012; Revised 2/5/2015 5 UPC 114765 Project # 9999 - 128 -S38 Locality: City of Roanoke IN WITNESS WHEREOF, each party hereto has caused this Agreement to be executed as of the day, month, and year first herein written. CITY OF ROANOKE, VIRGINIA: Typed or printed name of signatory Title Signature of Witness Date Date NOTE: The official signing for the LOCALITY must attach a certified copy of his or her authority to execute this Agreement. COMMONWEALTH OF VIRGINIA, DEPARTMENT OF TRANSPORTATION: Chief of Policy Date Commonwealth of Virginia Department of Transportation Signature of Witness Attachments Appendix A (UPC 1] 4765) OAG Approved 6/18/2012; Revised 2/5/2015 Date STEPHANIE M. MOON REYNOLDS, MMC Cite Clerk CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue, S. W., Room 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 E -mail: clerkCa roanokeva.gov July 16, 2019 Valerie A. Brown, Executive Director Williamson Road Area Business Association P. O. Box 7082 Roanoke, Virginia 24019 Dear Ms. Brown: CECELIA F. MCCOY Depute City Clerk CECELIA T. WEBB, CMC Assistant Deputy City Clerk I am enclosing copy of Ordinance No. 41512 - 071519 allowing an encroachment requested by the Williamson Road Area Business Association, Inc., to install and maintain private security cameras onto the mast arms of the City's traffic signal poles located in the City's public right -of -way along the intersection of Williamson Road and Hershberger Road, upon certain terms and conditions. Paragraph 5 states its grantees, assigns or successors in interest, shall, for the duration of this permit, maintain on file with the City Clerk's Office evidence of insurance coverage in an amount not less than two million dollars ($2,000,000.00) of general liability insurance. The certificate of insurance must list the City of Roanoke, its officers, agents, and employees as additional insureds, and an endorsement by the insurance company naming these parties as additional insureds must be received within thirty (30) days of passage of this ordinance. The certificate of insurance shall state that such insurance may not be canceled or materially altered without thirty (30) days written advance notice of such cancellation or alteration being provided to the Risk Management Officer for the City of Roanoke. Furthermore, Paragraph 8 states this Ordinance No. 41512 - 071519 shall be in full force and effect at such time as a copy of this ordinance, which has been duly signed, sealed, and acknowledged by the WRABA, has been admitted to record, at the cost of the WRABA, in the Clerk's Office of the Circuit Court for the City of Roanoke and shall remain in effect only so long as a valid, current certificate evidencing the insurance required in Paragraph 5 above is on file in the Office of the City Clerk. The abovereferenced measure was adopted by the Council of the City of Roanoke at a regular meeting held on Monday, July 15, 2019, and is in full force and effect upon its passage. Sincerely, t �y Stephanie M. Moon Reynolds, MMC City Clerk Valerie A. Brown, Executive Director Williamson Road Area Business Association July 16, 2019 Page 2 Enclosure PC: The Honorable Brenda Hamilton, Clerk of Circuit Court Daniel J. Callaghan, City Attorney R. Brian Townsend, Assistant City Manager for Community Development Amelia C. Merchant, Director of Finance Robert K. Bengtson, P.E. Director of Public Works Cassandra Turner, Economic Development Specialist Susan Lower, Director of Real Estate Evaluation Luke Pugh, City Engineer Tina Carr, Secretary, City Planning Commission (511� PUBLIC RIGHT OF WAY ADJACENT TO ROANOKE OFFICIAL TAX MAP NOS. 2190901 and 2280101 IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 15th day of July, 2019. No. 41512 - 071519. AN ORDINANCE allowing an encroachment requested by the Williamson Road Area Business Association, Inc., to install and maintain private security cameras onto the mast arms of the City's traffic signal poles located in the City's public right -of -way along the intersection of Williamson Road and Hershberger Road, upon certain terms and conditions, and dispensing with the second reading of this ordinance by title. BE IT ORDAINED by the Council of the City of Roanoke that: 1. Pursuant to Section 15.2 -2009, Code of Virginia (1950) as amended, Authorization is hereby granted to Williamson Road Area Business Association, Inc. ( "WRABA "), to allow the encroachment of two private security cameras to be installed and maintained on the City's traffic signal poles located in the City public right -of -way along the intersection of Williamson Road and Hershberger Road, and as more particularly set forth and described in the City Council Agenda Report dated July 15, 2019, and the attachment to that report. No more than two private security cameras are allowed to be installed on such traffic signal poles pursuant to this ordinance. 2. The private security cameras will be solar powered and will be attached to the City's traffic signal poles located at the intersection of Williamson Road and Hershberger Road. The private security cameras shall each be no larger in size than five (5) inches in height and fifteen (15) inches in width while weighing six (6) pounds or less. The private security cameras are to be installed on top of the arm of the City's traffic signal poles in the approximate locations as shown in the attachment to the July 15, 2019, City Council Agenda Report. In installing the security cameras, the WRABA will use straps and /or banding to attach the cameras to the traffic signal poles. The WRABA will not drill holes into the traffic signal poles for screws or bolts or penetrate or otherwise damage the traffic signal poles. The installation and maintenance of the private security cameras shall conform to the restrictions set forth in this encroachment permit, the City Code and the laws of the Commonwealth of Virginia. 3. The WRABA acknowledges and agrees that the City shall have no obligations whatsoever to maintain, repair, replace, or safeguard the aforementioned private security cameras, and all maintenance, repair, and replacement obligations shall be at the sole cost and responsibility of the WRABA. The WRABA agrees to maintain and keep such cameras in good repair and condition. The WRABA further acknowledges that it will not access the City's traffic signal poles without first obtaining permission from the City. 4. It shall be agreed by the WRABA that in maintaining such encroachments, it and its grantees, assignees, or successors in interest shall agree to indemnify and save harmless the City of Roanoke, its officers, agents, and employees from any and all claims for injuries or damages to persons or property, including attorney's fees, that may arise by reason of the above- described encroachments. 5. The WRABA, its grantees, assigns or successors in interest, shall, for the duration of this permit, maintain on file with the City Clerk's Office evidence of insurance coverage in an amount not less than two million dollars ($2,000,000.00) of general liability insurance. The certificate of insurance must list the City of Roanoke, its officers, agents, and employees as additional insureds, and an endorsement by the insurance company naming these parties as additional insureds must be received within thirty (30) days of passage of this ordinance. The certificate of insurance shall state that such insurance may not be canceled or materially altered without thirty (30) days written advance notice of such cancellation or alteration being provided to the Risk Management Officer for the City of Roanoke. 6. The City may revoke this encroachment authorization for any reason upon thirty (30) days written notice to WRABA. Once the encroachment authorization is revoked, WRABA shall remove its private security cameras from City property at its own expense. Further, WRABA will restore the City's property to its condition at the time of commencement of this encroachment. WRABA also acknowledges and agrees that it will be solely responsible for the costs of any repairs or restoration necessary. 7. The City Clerk shall transmit an attested copy of this ordinance to the Williamson Road Area Business Association, Inc., at Post Office Box 5892, Roanoke, Virginia 24012 -0892. 8. This ordinance shall be in full force and effect at such time as a copy of this ordinance, which has been duly signed, sealed, and acknowledged by the WRABA, has been admitted to record, at the cost of the WRABA, in the Clerk's Office of the Circuit Court for the City of Roanoke and shall remain in effect only so long as a valid, current certificate evidencing the insurance required in Paragraph 5 above is on file in the Office of the City Clerk. 9. Pursuant to Section 12 of the City Charter, the second reading of this ordinance by title is hereby dispensed with. ATTEST: City Clerk. O -Wmson Road Security Cameras 7.15.19.doc The terms and conditions of this Ordinance, including without limitation, the obligations to indemnify the City of Roanoke, its officers, agents, and employees as set forth in Section 4 above, and the obligation to maintain insurance as set forth in Section 5 above, are acknowledged, agreed to, and accepted by, Williamson Road Area Business Association, Inc. Date: , 2019 Williamson Road Area Business Association, Inc. Name: Title: COMMONWEALTH OF VIRGINIA ) To -wit: CITY OF ROANOKE ) The foregoing instrument was acknowledged before me this day of 2019, by , the duly authorized of Williamson Road Area Business Association, Inc., a Virginia Corporation, on behalf of Williamson Road Area Business Association, Inc. My Commission expires: Notary Public Registration No. is CITY COUNCIL AGENDA REPORT o_ To: Honorable Mayor and Members of City Council Meeting: July 15, 2019 Subject: Encroachment Request for Private Security Camera in City Right -of -Way on Williamson Road Business District Background: The Williamson Road Area Business Association ( WRABA) requested permission to install two private security cameras to support its association's safety efforts on light poles located in the Williamson Road Business corridor in November 2017. The Ordinance authorizing the encroachment request was granted, and the terms of the Ordinance required it to be signed and recorded among the land records of the Clerk of Circuit Court for the City of Roanoke within ninety day (90) or the Ordinance would become null and void. Although the Ordinance was sent to the Past Executive Director of the WRABA to record, it was recently discovered that although the cameras were installed the Ordinance was never recorded. The cameras are attached to the mast arms of the city's traffic signal poles located at the intersection of Williamson Road and Hershberger Road. (See attached Photo). The security cameras are solar powered and attached to the city's traffic pole without penetrating such poles. Because the prior Ordinance is null and void, a new Ordinance authorizing the encroachment is requested. The WRABA remains responsible for all costs associated with erection, maintenance and insuring of the private security cameras, and also responsible for the installation and removal of the security cameras in accordance with the law. The new Executive Director of WRABA has obtained the required insurance and provided the City with copies of its insurance certificates for approval. Recommended Action: Adopt the attached Ordinance authorizing the encroachment described above subject to the terms and conditions set out in the Ordinance. ------------------ - - - - -- Robert S. Cowell, jr. City Manager Distribution: Council Appointed Officers Sherman Stovall, Assistant City Manager for Operations R. Brian Townsend, Assistant City Manager for Community Development Robert K. Bengtson, P.E. Director of Public Works Cassandra L. Turner, Economic Development Specialist E �.. ��. �'` � �:" h i., � w $Y4^ & r l i �, IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 15th day of July, 2019. No. 41513- 071519. A RESOLUTION regarding the approval of issuance of bonds by the Economic Development Authority of Montgomery County, Virginia for the benefit of Virginia Tech Foundation, Inc. WHEREAS, the Economic Development Authority of Montgomery County, Virginia (the "Issuing Authority ") is empowered by the Industrial Development and Revenue Bond Act (the "Act ") to issue its revenue bonds for the purposes of, among other things, financing or refinancing facilities for use by organizations (other than institutions organized and operated exclusively for religious purposes) that are exempt from taxation pursuant to Section 501(c)(3) of the Internal Revenue Code of 1986, as amended (the "Code "), thereby promoting the safety, health, welfare, convenience, and prosperity of the residents of' the Commonwealth of Virginia (the "Commonwealth "); and WHEREAS. the Issuing Authority has received a request from Virginia Tech Foundation, Inc., a Virginia nonstock corporation (the "Foundation "), whose address is 902 Prices Fork Road, Suite 4000, Blacksburg, Virginia, for the issuance by the Issuing Authority of its revenue bonds in an amount not to exceed $104,120,000 (the "Bonds ") to assist the Foundation with the financing and refinancing of various projects, including without limitation the following projects described in (1), (2), (3) and (4) below (collectively, the "Projects "): (1) The acquisition, construction, equipping and development of property located at 1255 Williamson Road, S.E., Roanoke, Virginia. The property will be owned by Roanoke Investment Properties, LLC, a wholly owned subsidiary of the Virginia Tech Real Estate Foundation, Inc. (the "Real Estate Foundation ") and, once developed, will be used to support the VTC Medical School campus in Roanoke, Virginia; (2) The expansion, renovations and development of certain areas of the Hotel Roanoke (the "Hotel "). Specifically, the improvements will focus on the Pine Room dining area (including new outdoor seating), and a new bar area, as well as other capital improvements to the Hotel. The Hotel is located at 1 10 Shenandoah Avenue, N. E., in the City of Roanoke, Virginia; (3) The acquisition, construction, equipping and development of a property in the City of Roanoke, Virginia located on Walnut Avenue, S.E. The property consists of approximately 5.5 acres and is currently improved with a one -story warehouse structure measuring approximately 60,000 square feet. Development of this property will include demolition of the existing structure so that the property can be redeveloped to meet the needs of the Virginia Polytechnic Institute and State University (the "University "). This project will be owned by Roanoke Investment Properties, LLC, a wholly -owned subsidiary of the Real Estate Foundation and will be held for future use of the University; (4) The acquisition, construction, equipping and development of property located at 1316 S. Jefferson Street, Roanoke, Virginia. This property is immediately adjacent to 1255 Williamson Road, which is also being acquired by the Foundation to support future growth of the University. The property consists of a two-story medical office building measuring 12.959 square feet and sits on approximately 0.70 acres. The building will likely be leased to third party tenants until such time that the University and the Foundation are ready to develop the site as part of the overall development of 1255 Williamson Road in support of the University. This project will be owned by Roanoke Investment Properties, LLC, a wholly -owned subsidiary of the Real Estate Foundation and will held for future use of the University; and (5) Capitalized interest on the Bonds, a debt service reserve fund for the Bonds and costs of issuance related to the issuance of the Bonds, working capital, routine capital expenditures at the facilities described above and other related costs; and WHEREAS, the Projects will be used in furtherance of the Foundation's mission; and WHEREAS, the Foundation is exempt from income taxation under Section 501(c)(3) of the Code and is not organized and operated exclusively for religious purposes; and WHEREAS, because the Projects are located in the City of Roanoke. Virginia, Sections 15.2 -4905 and 15.2 -4906 of the Act require that the Foundation obtain the approval of the City Council of the City of Roanoke, Virginia (the "Council ") to the issuance of the Bonds and concur with an inducement resolution adopted by the Issuing Authority on June 18, 2019 (the "Inducement Resolution "): and WHEREAS, a copy of the Inducement Resolution has been filed with the Council; and WHEREAS, and copies of the Foundation's fiscal impact statement and the Inducement Resolution are expected to be presented to the Board of Supervisors of Montgomery County, Virginia (the "Montgomery Board ") on July 22, 2019; and WHEREAS, the Montgomery Board is expected to approve the issuance of the Bonds by the Issuing Authority in accordance with Section 15.2 -4906 of the Act on July 22, 2019. NOW, THEREFORE, BE 11' RESOLVED by the Council of the City of Roanoke, as follows: 1. The Council approves the issuance of the Bonds by the Issuing Authority for the benefit of the Foundation, solely to the extent required by Section 15.2 -4906 of the Act, to permit the Issuing Authority to assist in the financing and refinancing of the Projects. 2. The Council concurs with the Inducement Resolution. 3. The approval of the issuance of the Bonds does not constitute an endorsement to a prospective purchaser of the Bonds of the creditworthiness of the Foundation or the Projects. 4. As required by Section 15.2 -4909 of the Act, the Bonds shall provide that neither the Issuing Authority, Montgomery County, nor the City of Roanoke shall be obligated to pay the Bonds or the interest thereon or other costs incident thereto except from the revenues and moneys pledged therefor, and neither the faith and credit nor the taxing power of the Commonwealth of Virginia nor any political subdivision thereof; including the Issuing Authority, Montgomery County, and the City of Roanoke, shall be pledged thereto. This resolution shall take effect immediately upon its adoption. TTEST: City Clerk. A Tnw Copy Teft: De � CITY COUNCIL AGENDA REPORT To: Honorable Mayor and Members of City Council Meeting: July 15, 2019 Subject: Approval of the Issuance of Bonds by the Economic Development Authority of Montgomery County, Virginia for the Benefit of Virginia Tech Foundation, Inc. Background: Virginia Tech Foundation, Inc. (the "Foundation "), a Virginia nonstock corporation, and whose address is 902 Prices Fork Road, Suite 4000, Blacksburg, Virginia, requests that the City Council of the City of Roanoke, Virginia (the "City') approve the issuance by the Economic Development Authority of Montgomery County, Virginia (the "Issuing Authority') of up to $104,120,000 of its revenue bonds from time to time and in one or more series (the "Bonds "), to assist the Foundation with the financing and refinancing of various projects, including without limitation the following projects described in (1), (2), (3) and (4) below (collectively, the "Projects "): (1) The acquisition, construction, equipping and development of property located at 1255 Williamson Road, S.E., Roanoke, Virginia. The property will be owned by Roanoke Investment Properties, LLC, a wholly owned subsidiary of the Virginia Tech Real Estate Foundation, Inc. (the "Real Estate Foundation ") and, once developed, will be used to support the VTC Medical School campus in Roanoke, Virginia. (2) The expansion, renovations and development of certain areas of the Hotel Roanoke (the "Hotel "). Specifically, the improvements will focus on the Pine Room dining area (including new outdoor seating), and a new bar area, as well as other capital improvements to the Hotel. The Hotel is located at 110 Shenandoah Avenue, N.E., in the City of Roanoke, Virginia. (3) The acquisition, construction, equipping and development of a property in the City of Roanoke, Virginia located on Walnut Avenue, S.E. The property consists of approximately 5.5 acres and is currently improved with a one -story warehouse structure measuring approximately 60,000 square feet. Development of this property will include demolition of the existing structure so that the property can be redeveloped to meet the needs of the Virginia Polytechnic Institute and State University (the "University "). This project will be owned by Roanoke Investment Properties, LLC, a wholly -owned subsidiary of the Real Estate Foundation and will be held for future use of the University. (4) The acquisition, construction, equipping and development of property located at 1 316 S. Jefferson Street, Roanoke, Virginia. This property is immediately adjacent to 1255 Williamson Road, which is also being acquired by the Foundation to support future growth of the University. The property consists of a two -story medical office building measuring 12,959 square feet and sits on approximately 0.70 acres. The building will likely be leased to third party tenants until such time that the University and the Foundation are ready to develop the site as part of the overall development of 1255 Williamson Road in support of the University. This project will be owned by Roanoke Investment Properties, LLC, a wholly -owned subsidiary of the Real Estate Foundation and will held for future use of the University. (5) Capitalized interest on the Bonds, a debt service reserve fund for the Bonds and costs of issuance related to the issuance of the Bonds, working capital, routine capital expenditures at the facilities described above and other related costs. As required by, and in compliance with, Section 15.2 -4906 of the Act, the Issuing Authority adopted a resolution on June 18, 2019 that recommends that the Roanoke City Council approve the issuance of the Bonds and concur with the Inducement Resolution. A copy of this resolution is included in this Report along with the letter sent by the Foundation that is attached to this Agenda Report. Considerations: As required by the Act, the Bonds issued pursuant to the Inducement Resolution shall provide that neither the City of Roanoke, Montgomery County, nor the Issuing Authority shall be obligated to pay the bonds or the interest thereon or other costs incident thereto, and neither the faith and credit nor the taxing power of the Commonwealth of Virginia nor any political subdivision thereof, including the City of Roanoke, Montgomery County, and the Issuing Authority, shall be pledged thereto. Recommended Action: Adopt the resolution attached to this Agenda Report that expresses the City Council's concurrence with the Inducement Resolution and approval of the issuance of the Bonds by the Issuing Authority on behalf of the Foundation. Robert S. Cowell, Jr. City Manager 2 Distribution: Council Appointed Officers R. Brian Townsend, Assistant City Manager for Community Development Amelia C. Merchant, Director of Finance T.W. Bruno, Bond Counsel for Virginia Tech Foundation, Inc. 3 McGv1re%%ede LLr Gateway Plaza 800 East Canal 51n.et Richmond, VA 23219 Tel 804.775.1000 Fax 804.775.1061 www.mcguirewoods.com WGUIREWCDDS July 15, 2019 City Council City of Roanoke, Virginia 215 Church Avenue SW 4a' Floor, Noel C. Taylor Municipal Building Roanoke, Virginia 24011 Approval of Proposed Revenue Bond Financing for Virginia Tech Foundation, Inc. Mayor and Members of City Council: Virginia Tech Foundation, Inc. (the "Foundation "), a Virginia nonstock corporation, and whose address is 902 Prices Fork Road, Suite 4000, Blacksburg, Virginia, hereby requests that the City Council of the City of Roanoke, Virginia (the "City") approve the issuance by the Economic Development Authority of Montgomery County, Virginia (the "Issuing Authority ") of up to $104,120,000 of its revenue bonds from time to time and in one or more series (the "Bonds "), to assist the Foundation with the financing and refinancing of various projects, including without limitation the following projects described in (1), (2), (3) and (4) below (collectively, the "Projects "): (1) The acquisition, construction, equipping and development of property located at 1255 Williamson Road, S.E., Roanoke, Virginia. The property will be owned by Roanoke Investment Properties, LLC, a wholly owned subsidiary of the Virginia Tech Real Estate Foundation, Inc. (the "Real Estate Foundation ") and, once developed, will be used to support the VTC Medical School campus in Roanoke, Virginia. (2) The expansion, renovations and development of certain areas of the Hotel Roanoke (the "Hotel "). Specifically, the improvements will focus on the Pine Room dining area (including new outdoor seating), and a new bar area, as well as other capital improvements to the Hotel. The Hotel is located at 110 Shenandoah Avenue, N.E., in the City of Roanoke, Virginia. (3) The acquisition, construction, equipping and development of a property in the City of Roanoke, Virginia located on Walnut Avenue, S, E. The property consists of approximately 5.5 acres and is currently improved with a one -story warehouse structure measuring approximately 60,000 square feet. Development of this property will include demolition of the existing structure so that the property can be redeveloped to meet the needs of the Virginia Polytechnic Institute and State University (the "University "). This project will be owned by Roanoke Investment Properties, LLC, a wholly -owned subsidiary of the Real Estate Foundation and will be held for future use of the University. 118317995.4 (4) The acquisition, construction, equipping and development of property located at 1316 S. Jefferson Street, Roanoke, Virginia. This property is immediately adjacent to 1255 Williamson Road, which is also being acquired by the Foundation to support future growth of the University. The property consists of a two -story medical office building measuring 12,959 square feet and sits on approximately 0.70 acres. The building will likely be leased to third party tenants until such time that the University and the Foundation are ready to develop the site as part of the overall development of 1255 Williamson Road in support of the University. This project will be owned by Roanoke Investment Properties, LLC, a wholly -owned subsidiary of the Real Estate Foundation and will held for future use of the University. (5) Capitalized interest on the Bonds, a debt service reserve fund for the Bonds and costs of issuance related to the issuance of the Bonds, working capital, routine capital expenditures at the facilities described above and other related costs. We respectfully request that you consider and approve the resolution enclosed with this letter in accordance with Section 15.2 -4906 of the Code of Virginia of 1950, as amended (the "Virginia Code "). On June 18, 2019, the Issuing Authority adopted an inducement resolution providing initial approval of the financings of the Projects. The Issuing Authority has recommended that you approve the Projects and the issuance of the Bonds by the Issuing Authority. Attached hereto is (1) a certificate evidencing the action taken by the Issuing Authority (including the Fiscal Impact Statement required pursuant to Section 15.2 -4907 of the Virginia Code), (2) the form of resolution suggested to evidence your approval, and (3) a certificate evidencing the action taken by the City Council of the City. Regards, T.W. Bruno, Bond Counsel for Virginia Tech Foundation, Inc. Exhibit 1 Materials Related to the Issuing Authority's Approval [to be attached] Exhibit l to Virginia Tech Foundation, Inc. Virginia Tech Foundation, Inc. Request for Concurrence June 18, 2019 Board of Supervisors Montgomery County, Virginia 755 Roanoke Street, Suite 2E Christiansburg, Virginia 24073 Economic Development Authority of Montgomery County, Virginia Proposed Financing for Virginia Tech Foundation, Inc. Virginia Tech Foundation, Inc. (the "Foundation "), a nonstock, not - for - profit Virginia corporation, whose principal place of business is 902 Prices Fork Road, Suite 4000, Blacksburg, Virginia. has requested that the Economic Development Authority of Montgomery County, Virginia (the "Authority ") issue up to $104,120,000 of its revenue bonds, in one or more series at one time or from time to time (the 'Bonds "), the proceeds of which will be loaned to the Foundation to finance and refinance the costs associated with the following projects (collectively, the "Projects ") described below: (1) The acquisition and renovation of two properties located at 205 and 207 Washington Street, Blacksburg, Virginia. These two properties will be used for office use, and are approximately 6,140 square feet and two stories. This Project is owned by the Foundation and is expected to be used by the Foundation or Virginia Polytechnic Institute and State University (the "University "). (2) The acquisition, construction and development a new Seafood AREC Research facility, which is expected to be located at 15 Rudd Lane and 108 South King Street, in Hampton, Virginia along the Hampton downtown waterfront. The facility is expected to house approximately 15,000 square feet of usable lab and office space, which will consist of approximately two stories plus parking beneath the occupied space. This component of the Project is expected to be owned by the Virginia Tech Real Estate Foundation, Inc. (the "Real Estate Foundation ") and is expected to be used by the University. (3) The acquisition, construction and development of the Gilbert Street Project, which is expected to be located at the corner of Turner Street and Gilbert Street in Blacksburg, Virginia. This facility is expected to include a new approximately 236,000 square foot, mixed -use building with approximately five stories, with usable rooftop facilities and a podium deck for parking. This component of the Project is expected to be owned by the CS Shopping Center, LLC, a wholly owned subsidiary of the Real Estate Foundation and is expected to be used by the University. 1175084633 Exhibit I to Virginia Tech Foundation, Inc Virginia Tech Foundation, Inc Request For Concurrence (4) The renovation and redevelopment of the University - related facilities located at 900 North Glebe Road, Arlington, Virginia, including the renovation and build out of the existing space used by the University. This component of the Project is expected to be owned by VT Research Institute, LLC, a wholly owned subsidiary of the Real Estate Foundation and is expected to be used by the University. (5) The acquisition, construction, equipping and development of the W VTF {Radio IQ Richmond signal improvement project, which is located at 2450 Inman Avenue, Henrico, Virginia. This component of the Project is expected to include purchasing the license to broadcast on 89.717M in the Richmond metropolitan area and all associated broadcast equipment including the broadcast tower and land on which the tower and transmission facilities currently sit. This component of the Project is expected to be owned by the Foundation and is expected to be used by the Foundation and the University. (6) The acquisition, construction, equipping and development of property located at 1255 Williamson Road, Roanoke, Virginia. The property will be owned by Roanoke Investment Properties, LLC, a wholly owned subsidiary of the Real Estate Foundation and, once developed, will be used to support the VTC Medical School campus in Roanoke, Virginia. (7) The acquisition, construction, equipping and development of a property located at 706 Southgate Drive, Blacksburg, Virginia 24060. This property is located adjacent to the University, and is approximately 1,500 square feet and is configured as a split -level residence. This property is owned by Blacksburg Investment Properties, LLC, a wholly owned subsidiary of the Real Estate Foundation and will be held for future development to support the University. (8) The construction, equipping and development of Building 1311, which is located at 1311 Research Center Drive, Blacksburg, Virginia, including sitework and construction of a two -story, 44,552 square foot, commercial tenant building. The Project will be owned by the Foundation and leased by Virginia Tech Office of Research and Innovation and other third parties. (9) The expansion, renovations and development of certain areas of the Hotel Roanoke (the "Hotel "). Specifically, the improvements will focus on the Pine Room dining area (including new outdoor seating), and a new bar area, as well as other capital improvements to the Hotel. The Hotel is located at 110 Shenandoah Avenue, NW, in the City of Roanoke, Virginia. (10) The renovations and development of the two -story, 20,181 square foot Moss Building, which is located at 1900 Kraft Drive, Blacksburg, Virginia, including plumbing improvements, installation of fire protection system, electrical distribution upgrades, HVAC replacement, and common area improvements. This Project is owned by the Foundation and leased to third parties. (11) The construction of Phase II parking, which is located at Blacksburg, Virginia. This Project is expected to finance the sitework and construction for two additional parking lots. This Project will be owned by the Foundation. (13) The construction, equipping and development of Building 1600, which is located at 1600 Innovation Drive, Blacksburg, Virginia. This Project is expected to finance the sitework 2 Exhibit 1 to Virginia Tech Foundation. Inc Virginia Tech Foundation Inc Request for Concurrence and construction of a three -story, 80,000 square foot facility. This Project will be owned by the Foundation to house Virginia Tech Engineering departments. (15) The acquisition, construction, equipping and development of a property in the City of Roanoke, Virginia located on Walnut Avenue SE. The property consists of approximately 5.5 acres and is currently improved with a one -story warehouse structure measuring approximately 60,000 square feet. Development of this property will include demolition of the existing structure so that the property can be redeveloped to meet the needs of the University. This Project will be owned by Roanoke Investment Properties, LLC, a wholly -owned subsidiary of the Real Estate Foundation and will be held for future use of the University. (16) The acquisition, construction, equipping and development of property located at 1316 S. Jefferson Street, Roanoke, Virginia. This property is immediately adjacent to 1255 Williamson Road, which is also being acquired by the Foundation to support future growth of the University. The property consists of a two -story medical office building measuring 12,959 square feet and sits on approximately 0.70 acres. The building will likely be leased to third party tenants until such time that the University and the Foundation are ready to develop the site as part of the overall development of 1255 Williamson Road in support of the University. The project will be owned by Roanoke Investment Properties, LLC, a wholly -owned subsidiary of the Real Estate Foundation and will held for future use of the University. (17) The construction, equipping and development of Building 1650, Virginia Tech Turbo Lab, which is located at 1650 Innovation Drive, Blacksburg, Virginia. This Project is expected to finance the sitework and construction of the Turbo Lab that is to be relocated from the Virginia Tech Montgomery Executive Airport as part of an airport runway improvement project. This Project will result in a one -story, 7,500 square foot facility with a control room, office space, and engine test cells. This Project will be owned by the Foundation and leased by the College of Engineering. (18) The renovation, equipping and development to the 4th and 6" floors of 900 North Glebe Road, Arlington, Virginia (i) to renovate the 6th floor as the University expands its presence in the building (by approximately 21,000 square feet) and (ii) to renovate existing research space on the 4th floor. This Project is owned by the VT Research Institute, LLC, a wholly -owned subsidiary of the Real Estate Foundation and will be used by the University. (19) Capitalized interest on the Bonds, a debt service reserve fund for the Bonds and costs of issuance related to the issuance of the Bonds, working capital, routine capital expenditures at the facilities described above and other related costs. As set forth in the approving resolution of the Authority attached hereto (the "Resolution "), the Authority has authorized the issuance of the Bonds to accomplish the financing of the Projects. The Authority has conducted a public hearing on the tax - exempt financing of a portion of the Projects and has recommended that you approve the financing of the Projects and the issuance of the Bonds by the Authority to the extent required by Section 147(f) of the Internal Revenue Code of 1986, as amended, and Section 15.2 -4906 of the Code of Virginia of 1950, as amended (the "Virginia Code "). 3 Exhibit I to Virginia Tech Foundation, Inc Virginia Tech Foundation Inc Request for Concurrence Attached hereto is (1) a certificate evidencing (A) the conduct of the public hearing and (B) the resolutions adopted by the Authority regarding the financing of the Projects, (2) the Fiscal Impact Statement required pursuant to Section 15.2 -4907 of the Virginia Code and (3) the form of resolution suggested by counsel to evidence your approval. Secretary Economic Development Authority of Montgomery County, Virginia 4 n Exhibit I to Virginia Tech Foundation, Inc Virginia Tech Foundation, Ic Request for Concurrence CERTIFICATE The undersigned Secretary of the Economic Development Authority of Montgomery County, Virginia (the "Authority "), hereby certifies as follows: 1. A meeting of the Authority was duly called and held on Tuesday, June 18, 2019, at 1.1:30 a.m., before the Authority in the County Administration Conference Room at the County Government Center, 755 Roanoke Street, Christiansburg, Virginia, pursuant to proper notice given to each Director of the Authority and to the public before such meeting. The meeting was open to the public. The time of the meeting and the place at which the meeting was held provided a reasonable opportunity for persons of differing views to appear and be heard. 2. The Chair announced the commencement of a public hearing on the application of Virginia Tech Foundation, Inc., a nonstock, not - for - profit Virginia corporation, and that a notice of the hearing was published once a week for two successive weeks in newspapers having general circulation in Arlington County, Virginia, the City of Hampton, Virginia, Henrico County, Virginia and Montgomery County, Virginia (the "Notices "), with the second publication appearing not less than six days nor more than twenty -one days prior to the hearing date. Copies of the Notices are attached and have been filed with the minutes of the Authority and are attached as Exhibit A. A summary of the statements made at the public hearing is attached as Exhibit B. 4. Attached as Exhibit _C is a true, correct and complete copy of the approving resolution (the "Resolution ") adopted at such meeting of the Authority by a majority of the Directors present at such meeting. The Resolution constitutes all formal action taken by the Authority at such meeting relating to matters referred to in the Resolution. The Resolution has not been repealed, revoked, rescinded or amended and is in full force and effect on this date. WITNESS my hand and the seal of the Authority, as of June 18, 2019. Secretary, Economic Development Authority of Montgomery County, Virginia [S ]2ALI Exhibits: A - Copies of Certified Notice B - Surimary of Statements ('. - Appror ing Resolutions Exhibit I to Virginia Tech Foundation, Inc Virginia Tech Foundation, Inc Request for Concurrence RESOLUTION OF THE ECONOMIC DEVELOPMENT AUTHORITY OF MONTGOMERY COUNTY, VIRGINIA PROVIDING INITIAL APPROVAL OF THE ISSUANCE OF UP TO $104,120,000 OF REVENUE BONDS FOR THE BENEFIT OF VIRGINIA TECH FOUNDATION, INC. A. The Economic Development Authority of Montgomery County, Virginia (the "Authority "), is empowered by the Industrial Development and Revenue Bond Act, Chapter 49, Title 15.2, Code of Virginia of 1950, as amended (the "Act "), to issue its revenue bonds to finance or refinance the construction and equipping of facilities for use by organizations (other than institutions organized and operated exclusively for religious purposes) that are described in Section 501(c)(3) of the Internal Revenue Code of 1986, as amended (the "Code "), to reduce the costs to residents of the Commonwealth of Virginia (the "Commonwealth ") of utilizing such facilities. B. The Authority has received a request from Virginia Tech Foundation, Inc. (the "Foundation "), a Virginia nonstock corporation, to issue revenue bonds, in one or more series at one time or from time to time, to provide funds to the Foundation to finance and refinance the costs associated with the following projects (the "Projects ") described in the plan of finance below: (1) The acquisition and renovation of two properties located at 205 and 207 Washington Street, Blacksburg, Virginia. These two properties will be used for office use, and are approximately 6,140 square feet and two stories. This Project is owned by the Foundation and is expected to be used by the Foundation or Virginia Polytechnic Institute and State University (the "University "). (2) The acquisition, construction and development a new Seafood AREC Research facility, which is expected to be located at 15 Rudd Lane and 108 South King Street, in Hampton, Virginia along the Hampton downtown waterfront. The facility is expected to house approximately 15,000 square feet of usable lab and office space, which will consist of approximately two stories plus parking beneath the occupied space. This component of the Project is expected to be owned by the Virginia Tech Real Estate Foundation, Inc. (the "Real Estate Foundation ") and is expected to be used by the University. (3) The acquisition, construction and development of the Gilbert Street Project, which is expected to be located at the corner of Turner Street and Gilbert Street in Blacksburg, Virginia. This facility is expected to include a new approximately 236,000 square foot, mixed -use building with approximately five stories, with usable rooftop facilities and a podium deck for parking. This component of the Project is expected to be owned by the CS Shopping Center, LLC, a wholly owned subsidiary of the Real Estate Foundation and is expected to be used by the University. (4) The renovation and redevelopment of the University - related facilities located at 900 North Glebe Road, Arlington, Virginia, including the renovation and build out of the existing space used by the University. This component of the Project is expected to be owned by VT Research Institute, LLC, a wholly owned subsidiary of the Real Estate Foundation and is expected to be used by the University. Exhibit 1 to Virginia Tech Foundation. Inc Virginia Tech Foundation, Inc Request for Concurrence 1175137683 (5) The acquisition, construction, equipping and development of the WVTF Radio IQ Richmond signal improvement project, which is located at 2450 Inman Avenue, Henrico, Virginia. This component of the Project is expected to include purchasing the license to broadcast on 89.7FM in the Richmond metropolitan area and all associated broadcast equipment including the broadcast tower and land on which the tower and transmission facilities currently sit. This component of the Project is expected to be owned by the Foundation and is expected to be used by the Foundation and the University. (6) The acquisition, construction, equipping and development of property located at 1255 Williamson Road, Roanoke, Virginia. The property will be owned by Roanoke Investment Properties, LLC, a wholly owned subsidiary of the Real Estate Foundation and, once developed, will be used to support the VTC Medical School campus in Roanoke, Virginia. (7) The acquisition, construction, equipping and development of a property located at 706 Southgate Drive, Blacksburg, Virginia 24060. This property is located adjacent to the University, and is approximately 1,500 square feet and is configured as a split -level residence. This property is owned by Blacksburg Investment Properties, LLC, a wholly owned subsidiary of the Real Estate Foundation and will be held for future development to support the University. (8) The construction, equipping and development of Building 1311, which is located at 1311 Research Center Drive, Blacksburg, Virginia, including sitework and construction of a two -story, 44,552 square foot, commercial tenant building. The Project will be owned by the Foundation and leased by Virginia Tech Office of Research and Innovation and other third parties. (9) The expansion, renovations and development of certain areas of the Hotel Roanoke (the "Hotel "). Specifically, the improvements will focus on the Pine Room dining area (including new outdoor seating), and a new bar area, as well as other capital improvements to the Hotel. The Hotel is located at 110 Shenandoah Avenue, NW, in the City of Roanoke, Virginia. (10) The renovations and development of the two -story, 20,181 square foot Moss Building. which is located at 1900 Kraft Drive, Blacksburg, Virginia, including plumbing improvements, installation of fire protection system, electrical distribution upgrades, HVAC replacement, and common area improvements. This Project is owned by the Foundation and leased to third parties. (l 1) The construction of Phase II parking, which is located at Blacksburg, Virginia. This Project is expected to finance the sitework and construction for two additional parking lots. This Project will be owned by the Foundation. (13) The construction, equipping and development of Building 1600, which is located at 1600 Innovation Drive, Blacksburg, Virginia, This Project is expected to finance the sitework and construction of a three -story, 80,000 square foot facility. This Project will be owned by the Foundation to house Virginia Tech Engineering departments. Exhibit 1 to Virginia Tech Foundation Inc Virginia Tech Foundation, Inc Request for Concurrence -2- (15) The acquisition, construction, equipping and development of a property in the City of Roanoke, Virginia located on Walnut Avenue SE. The property consists of approximately 5.5 acres and is currently improved with a one -story warehouse structure measuring approximately 60,000 square feet. Development of this property will include demolition of the existing structure so that the property can be redeveloped to meet the needs of the University. This Project will be owned by Roanoke Investment Properties, LLC, a wholly -owned subsidiary of the Real Estate Foundation and will be held for future use of the University. (16) The acquisition, construction, equipping and development of property located at 1316 S. Jefferson Street, Roanoke, Virginia. This property is immediately adjacent to 1255 Williamson Road, which is also being acquired by the Foundation to support future growth of the University. The property consists of a two -story medical office building measuring 12,959 square feet and sits on approximately 0.70 acres. The building will likely be leased to third party tenants until such time that the University and the Foundation are ready to develop the site as part of the overall development of 1255 Williamson Road in support of the University. The project will be owned by Roanoke Investment Properties, LLC, a wholly -owned subsidiary of the Real Estate Foundation and will held for future use of the University. (17) The construction, equipping and development of Building 1650, Virginia Tech Turbo Lab, which is located at 1650 Innovation Drive, Blacksburg, Virginia. This Project is expected to finance the sitework and construction of the Turbo Lab that is to be relocated from the Virginia Tech Montgomery Executive Airport as part of an airport runway improvement project. This Project will result in a one -story, 7.500 square foot facility with a control room, office space, and engine test cells. This Project will be owned by the Foundation and leased by the College of Engineering. (18) The renovation, equipping and development to the 4th and 6th floors of 900 North Glebe Road, Arlington, Virginia (i) to renovate the 6th floor as the University expands its presence in the building (by approximately 21,000 square feet) and (ii) to renovate existing research space on the 4'h floor. This Project is owned by the VT Research Institute, LLC, a wholly -owned subsidiary of the Real Estate Foundation and will be used by the University. (19) Capitalized interest on the Bonds, a debt service reserve fund for the Bonds and costs of issuance related to the issuance of the Bonds, working capital, routine capital expenditures at the facilities described above and other related costs. C. Preliminary plans for the financing of the Projects have been described to the Authority and a public hearing has been held to the extent required by Section 147(f) of the Code and Section 15.2 4906 of the Code of Virginia of 1950, as amended. D. The Foundation has represented that the estimated cost of undertaking the financing of the Projects will require an issue of revenue bonds, in one or more series at one time or from time to time, in the aggregate principal amount not to exceed $104,120,000. Exhibit 1 to Virginia Tech Foundation. Inc Vtrgmta "rech Foundation Inc Request for Concurrence -3- E. (1) No Director of the Authority is an officer or employee of the Foundation, (2) each member has, before entering upon his duties during his or her present term of office, taken and subscribed to the oath prescribed by Section 49 -1 of the Code of Virginia of 1950, as amended and (3) at the time of their appointments and at all times thereafter, including the date hereof, all of the members of the Board have satisfied the residency requirements of the Act. F. No Director of the Authority has any personal interest or business interest in the Foundation, the Bonds, or any of the transactions contemplated therein or has otherwise engaged in conduct prohibited under the Conflict of Interests Act, Chapter 31, Title 2.2 of the Code of Virginia of 1950, as amended in connection with this resolution or any other official action of the Authority in connection therewith. NOW, THEREFORE, BE IT RESOLVED BY THE ECONOMIC DEVELOPMENT AUTHORITY OF MONTGOMERY COUNTY, VIRGINIA: 1. It is hereby found and determined that the financing of the Projects will be in the public interest and will promote the commerce, safety, health, welfare, convenience or prosperity of the Commonwealth, Montgomery County, Virginia (the "County ") and their citizens and in particular will promote the reduction of the costs to residents of the Commonwealth of utilizing the Foundation facilities. 2. The Authority hereby agrees to assist the Foundation in undertaking the financing of the Projects by issuing its revenue bonds, in one or more series at one time or from time to time, in an aggregate principal amount not to exceed $104,120,000 upon terms and conditions mutually agreeable to the Authority and the Foundation. The bonds will be issued pursuant to documents satisfactory to the Authority. The Bonds may be issued in one or more series at one time or from time to time. 3. It having been represented to the Authority that it is necessary to proceed immediately with the financing of the Projects, and the planning therefor, the Authority agrees that the Foundation may proceed with the financing of the Projects, enter into contracts for land, construction, materials and equipment for the Projects, and take such other steps as it may deem appropriate in connection with the financing the Projects, provided, however, that nothing in this resolution shall be deemed to authorize the Foundation to obligate the Authority without its consent in each instance to the payment of any moneys or the performance of any acts in connection with the financing of the Projects. The Authority agrees that the Foundation may be reimbursed from the proceeds of the bonds for all expenditures and costs so incurred by it, provided such expenditures and costs are properly reimbursable under the Act and applicable federal laws. 4. At the request of the Foundation, the Authority approves McGuireWoods LLP, Richmond, Virginia, as Bond Counsel in connection with the issuance of the Bonds. 5. All costs and expenses in connection with the undertaking of the financing of the Projects, including the fees and expenses of Bond Counsel and Authority Counsel, shall be paid by the Foundation or, to the extent permitted by applicable law, from the proceeds of the bonds. If for any reason such bonds are not issued, it is understood that all such expenses shall be paid by the Foundation and that the Authority shall have no responsibility therefor. -4- Exhibit I to Virginia Tech Foundation Inc Virginia Tech Foundation. Inc Request for Concurrence 6. The Authority recommends that the governing body of the County approve the issuance of the bonds for the purpose of undertaking the financing of the Projects. 7. No Bonds may be issued pursuant to this resolution until such time as the issuance of the Bonds has been approved by the governing body of the County. This resolution shall be effective immediately. 9. The authorizations granted in this resolution shall continue in full force and effect for a period of three years after adoption, unless specifically extended by the Authority. [Signature Page Follows] Exhibit I to Virginia Tech Foundation Inc Virginia Tech Foundation Inc Request for Concurrence -5- CERTIFICATE The undersigned Secretary of the Economic Development Authority of Montgomery County, Virginia (the "Authority "), hereby certifies that the foregoing is a true, correct and complete copy of a resolution adopted by a majority of the Directors of the Authority at a meeting duly called and held on June 18, 2019, in accordance with law, and that such resolution has not been repealed, revoked, rescinded or amended but is in full force and effect on the date hereof. WITNESS the following signature and seal of the Authority as of June 18, 2019. Secre ary, Economic Development Authority of Montgomery County, Virginia tUgibi{ 1 to Virginia Tech Foundation, Inc. Virginia Tech Foundation. Inc Request for Concurrence FISCAL IMPACT STATEMENT FOR PROPOSED BOND FINANCING Date: June 18, 2019 To the Board of Supervisors of Montgomery County, Virginia Applicant: Virginia Tech Foundation, Inc. (the "Foundation ") Facility/ The financing of multiple projects for the Foundation. Plan of Finance: 1. Maximum amount of financing sought $104,120,000 2. Estimated taxable value of the facility's real property to be constructed in $72,223,650 the locality. 3. Estimated real property tax per year using present tax rates. $141,461 4. Estimated personal property tax per year using present tax rates. $60,000 5. Estimated merchants' capital tax per year using present tax rates. $100,000 6. (a) Estimated dollar value per year of goods that will be purchased from $700,000 Virginia companies within the locality (b) Estimated dollar value per year of goods that will be purchased from $700,000 non - Virginia companies within the locality (c) Estimated dollar value per year of services that will be purchased from $700,000 Virginia companies within the locality (d) Estimated dollar value per year of services that will be purchased $700,000 from non - Virginia companies within the locality 7. Estimated number of regular employees on year round basis. 1,850 8. Average annual salary per employee. $112,589 ChaLomiVDevelopment Eco Authority of Montgomery County, Virginia * Note: Amounts and figures shown are aggregate amountsfor the Foundation across all facilities and do not reflect just the facilities being financed with the proceeds of the Bonds. Exhihit I to Virginia Tech Foundation, Inc Virginia Tech Foundation, Inc. Request for Concurrence IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA The 15th day of July, 2019. No. 41514 - 071519. AN ORDINANCE authorizing the City Manager to execute Amendment No. 2 to the Agreement for Purchase and Sale of Real Property for the Development of a Downtown Parking Facility and Hotel, dated September 20, 2018 (the "Agreement ") between the City of Roanoke, Virginia (the "City "), Market Holdings, LLC, ( "MH ") and Big Lick Hospitality, LLC ( "Big Lick "), which proposed Agreement provided that the City, as the owner of certain real property of approximately 0.3607 acres, together with improvements thereon, situated at 120 Church Avenue, S.E., Roanoke, Virginia, designated as Official Tax Map No. 4011413 ( "City Parcel "); MH, as the owner of certain real property of approximately 0.5755 acres, together with improvements thereon, situated at 116 Church Avenue, S.E., Roanoke, Virginia, designated as Official Tax Map No. 4011412 ( "MH Parcel "); and Big Lick, agreed that the City would (i) acquire the MH Parcel; (ii) consolidate the MH Parcel with the City Parcel (collectively, the "Property "); (iii) construct on the Property and own a Parking Facility, in fee simple, and (iv) convey to Big Lick condominium units, certain air rights, and appropriate nonexclusive easement rights within the Parking Facility for the construction and operation of a Hotel Facility to accommodate the operation of a Hotel on portions of the Property, to amend certain terms of the Agreement to extend the Inspection Period, as defined in the Agreement; reordaining Ordinance No. 41267 - 091718, adopted on September 17, 2018, and Ordinance No. 41450- 052019, adopted on May 20, 2019, only to the extent not inconsistent with this Ordinance; authorizing the City Manager to execute all documents necessary to perform, effectuate, administer, and enforce the proposed Amendment No. 2, Amendment No. 1, and the Agreement; and dispensing with the second reading of this Ordinance by title. WHEREAS, the Council of the City of Roanoke adopted Ordinance No. 41267- 091718, adopted on September 17, 2018, in which Council approved the terms of the Agreement between the City, MH and Big Lick; WHEREAS, the City, MH and Big Lick executed the Agreement which was dated September 20, 2018; WHEREAS, the Council of the City of Roanoke adopted Ordinance No. 41450- 052019, adopted May 20, 2019, in which Council approved the terms of an Amendment No. 1 to the Agreement between the City, MH and Big Lick; 2019; WHEREAS, under the terms of the Agreement, the Inspection Period expires on July 31, WHEREAS, all Parties have requested an extension of the Inspection Period, as defined in the Agreement, to complete its due diligence and inspections in form and substance acceptable to the City, MH, and Big Lick; and WHEREAS, the City, MH and Big Lick desire to amend the Agreement to address these matters in accordance with the terms of this Amendment No. 2. THEREFORE, BE IT ORDAINED by the Council of the City of Roanoke as follows: 1. City Council hereby approves the terms of Amendment No. 2 to the Agreement as set forth in the City Council Agenda Report dated July 15, 2019, which Amendment No. 2 amends the Agreement approved by City Council by Ordinance No. 41267 - 091718, adopted on September 17, 2018, and amends Amendment No. 1 approved by City Council by Ordinance No. 41450- 052019, adopted May 20, 2019, and provides for certain undertakings and obligations by Big Lick, the City, and MH. 4 2. The City Manager is hereby authorized on behalf of the City to execute Amendment No. 2 to the Agreement, to amend certain terms of the Agreement to extend the Inspection Period to October 31, 2019, to complete the Parties due diligence review of the Property, as set forth in the aforementioned City Council Agenda Report. Amendment No. 2 to the Agreement is to be substantially similar to the Amendment No. 2 attached to the Agenda Report. 3. The City Manager is further authorized on behalf of the City to negotiate and execute such further documents and take such further actions related to this matter and as may be necessary to implement, administer, and enforce the conditions and obligations that must be met by Big Lick, the City, and MH pursuant to the Agreement, Amendment No. 1 and Amendment No. 2. 4. The form of the documents referred to above and in the Agenda Report are to be approved by the City Attorney. 5. Pursuant to the provisions of Section 12 of the City Charter, the second reading of this Ordinance by title is hereby dispensed with. ATTEST: City Clerk 3 CITY COUNCIL AGENDA REPORT To: Honorable Mayor and Members of City Council Meeting: duly 15, 2019 Subject: Amendment No. 2 to the Agreement for Purchase and Sale of Real Property for the Development of a Downtown Parking Facility and Hotel, dated September 20, 2018 (the "Agreement ") at 116 Church Avenue, S.E., and 120 Church Avenue, S.E. Background: Market Holdings, LLC, (MH), Big Lick Hospitality, LLC (Big Lick), and the City of Roanoke (City) executed an Agreement for Purchase and Sale of Real Property (Agreement) dated September 20, 2018, whereby (i) MH agreed to sell, and the City agreed to purchase, 0.5755 acres, together with improvements thereon, located at 116 Church Avenue, S.E., Official Tax Map #4011412, and (ii) the City agreed to consolidate with City -owned property of 0.3607 acres, together with improvements thereon, located, at 120 Church Avenue, S.E., Official Tax Map #4011413, for the development of a downtown parking facility and hotel. The terms of this Agreement provided for an inspection period of 240 days (Inspection Period) with a non - refundable deposit of $50,000.00 to be paid by the City and Big Lick to MH no later than May 20, 2019. The City, MH, and Big Lick entered into the Agreement under which the City would (i) acquire the MH Parcel; (ii) consolidate the MH Parcel with the City Parcel (collectively, the Property); (iii) construct and own a 490 -500 space Parking Facility, in fee simple; and (iv) sell to Big Lick for $700,010.00 (a) two condominium units for hotel lobby facilities, (b) air rights for hotel rooms, and (c) appropriate nonexclusive easement rights in the Parking Facility in order for Big Lick to construct and own a 125-150 room Hotel Facility to accommodate the operation of a Hotel. In May, the City approved Amendment No. 1 to the Agreement due to all parties requiring additional time for due diligence. Since that time, the parties have identified the need for additional soil testing and are still assessing the feasibility of the Project. To this end, the Parties are seeking approval to extend the Inspection Period to October 31, 2019. Recommended Action: Adopt the attached ordinance authorizing the City Manager to execute an Amendment No. 2 to the Agreement among Market Holdings, LLC, Big Lick Hospitality, LLC and the City of Roanoke, substantially similar to the Amendment No. 2 attached to this Report, with an extended inspection period to October 31, 2019, and make such other amendments to the Agreement that are set forth in the proposed Amendment No. 2. All documents are subject to approval as to form by the City Attorney. ! -------------- ---- T - ----------------------- Robert S. Cowell, .J r. City Manager Distribution: Council Appointed Officers R. Brian Townsend, Assistant City Manager for Community Development Rob Ledger, Acting Director of Economic Development Amelia C. Merchant, Director of Finance Laura M. Carini, Assistant City Attorney AMENDMENT NO. 2 TO AGREEMENT FOR THE PURCHASE AND SALE OF REAL ESTATE DATED SEPTEMBER 20, 2018 AMONG THE CITY OF ROANOKE, VIRGINIA, MARKET HOLDINGS, LLC, AND BIG LICK HOSPITALITY, LLC This Amendment No. 2 to the Agreement for the Purchase and Sale of Real Estate for the Development of Downtown Parking Facility and Hotel dated September 20, 2018, among the City of Roanoke Virginia, a Virginia municipal corporation (the "City "), Market Holdings, LLC, a Virginia limited liability company ( "MH "), and Big Lick Hospitality, LLC, a South Carolina limited liability company and qualified to conduct business in the Commonwealth of Virginia ( "Big Lick ") ( "Amendment No. 2 ") is dated this day of July, 2019. RECITALS A. The City, MH, and Big Lick entered into the Agreement for the Purchase and Sale of Real Estate for the Development of Downtown Parking Facility and Hotel dated September 20, 2018 (the "Agreement') under which Agreement, (i) MH agrees to sell, and the City agrees to purchase, the MH Parcel, all as in accordance with the terms and conditions of the Agreement; and (ii) the City agrees to sell, and Big Lick agrees to purchase, the Hotel Facility Property, all as in accordance with the terms and conditions of the Agreement. B. The Parties amended the Agreement by Amendment No. 1 dated May 20, 2019, to extend the Inspection Period to July 31, 2019. C. Due to additional due diligence review required by all Parties, the Parties desire to extend the Inspection Period. D. The Parties desire to amend the Agreement to provide for the extension of the Inspection Period. Based on the foregoing, for good and valuable consideration and the representations set forth in the Recitals which are a material part of this Amendment No. 2 and are incorporated herein, the Parties agree as follows: 1. Section 7. 1.1 of the Agreement is amended by deleting the first sentence in its entirety and inserting the following sentence in its place: {2464090 -1, 110046 - 00000 -01} Big Lick shall have 406 Days following the Effective Date to complete Big Lick's due diligence review of the Property (the "Inspection Period "). The Inspection Period expires on October 31, 2019. 2. Except as amended herein, the Agreement remains in full force and effect in accordance with its terms. The Parties acknowledge and agree that the Agreement, as amended by Amendment No. 1 and this Amendment No. 2, constitutes the entire agreement between the Parties with respect to the purchase and sale of the MH Parcel and Hotel Facility Property. 3. Capitalized terms not defined in this Amendment No. 2 shall have the meaning ascribed to such terms as set forth in the Agreement. Dated as of the day and date first above written. SIGNATURES APPEAR ON FOLLOWING PAGES {2464090 -1, 110046 - 00000 -01} IN WITNESS WHEREOF, the Parties have executed this Amendment No. 2 by their authorized representatives as of the date of this Amendment No. 2. WITNESS: Print name and title COMMONWEALTH OF VIRGINIA CITY OF ROANOKE CITY OF ROANOKE, VIRGINIA By: Robert S. Cowell, Jr. City Manager The foregoing Amendment No. 2 was acknowledged before me this day of , 2019, by Robert S. Cowell, Jr., the duly authorized City Manager of the City of Roanoke, Virginia, a Virginia Municipal Corporation, on behalf of the City of Roanoke, Virginia. My Commission expires: Notary Public Approved as to form: {2464090 -1, 110046 - 00000 -01} 3 Approved as to execution: SEAL WITNESS: Print name and title STATE OF CITY /COUNTY of MARKET HOLDINGS, LLC David Wine, Manager The foregoing Amendment No. 2 was acknowledged before me this day of , 2019, by David Wine, the duly authorized manager of Market Holdings, LLC, a Virginia limited liability company, on behalf of Market Holdings, LLC. My Commission expires: Notary Public SEAL {2464090 -1, 110046- 00000 -01} 4 WITNESS: BIG LICK HOSPITALITY, LLC a South Carolina limited liability company Print name and title By: Aughtry Hotel Management, LLC a South Carolina limited liability company its Manager By: Name: Paul C. Aughtry, III Its: Manager STATE OF CITY /COUNTY of The foregoing Amendment No. 2 was acknowledged before me this day of , 2019, by Paul C. Aughtry, III, the duly authorized manager of Aughtry Hotel Management, LLC, a South Carolina limited liability company, as the manager of Big Lick Hospitality, LLC, a South Carolina limited liability company, on behalf of Big Lick Hospitality, LLC. My Commission expires: Notary Public {2464090 -1, 110046 - 00000 -01} SEAL STEPHANIE M. MOON REYNOLDS, MMC City Clerk CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue, S. W., Room 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 E -mail: clerkCroanokeva.gov July 16, 2019 Donald Dillard 4620 Oakland Boulevard, N. W. Roanoke, Virginia 24012 Dear Mr. Dillard: CECELIA F. MCCOV Deputy City Clerk CECELIA T. WEBB, CHIC Assistant Deputy City Clerk On December 27, 1982, the Roanoke City Code was amended to provide that after completion of three consecutive complete terms of office, no member of a permanent board, authority, commission or committee shall be eligible for reappointment to the same office for the next succeeding term. On June 30, 2019, you completed your third consecutive term of office as a member of the Personnel and Employment Practices Commission. On behalf of the Members of Roanoke City Council, I would like to express appreciation for your service to the City of Roanoke as a member of the Personnel and Employment Practices Commission from September 17, 2007 to June 30, 2019. Please find enclosed a Certificate of Appreciation and an aerial view photograph of the Roanoke Valley in recognition of your service. Sincerely, 44"�' tn. ryt qf� Stephanie M. Moon Reynolds, MMC City Clerk Enclosure CERTIFICATE OF APPRECIATION PRESENTED TO Donald Dillard AS A MEMBER OF THE PERSONNEL AND EMPLOYMENT PRACTICES COMMISSION FROM SEPTEMBER 17, ?007 TO JUNE 30, 2019 ON THIS 10TH DAY OF JULY 2019 IN RECOGNITION OF PUBLIC SERVICE FAITHFULLY RENDERED TO THE CITY OF ROANOKE APPROVED: SHEKMAN P. 1 1 A, SR. MAYOR ATTEST: ST: .' yt S "I'EPHANIL M. MOON REYNOLDS CITY CLERK fidlr7q IN THE COUNCIL OF THE CITY OF ROANOKE, VIRGINIA AN ORDINANCE approving the Parks and Recreation Master Plan 2019 -2028; replacing the City of Roanoke Parks and Recreation Update to the 2007 Master Plan dated July 9, 2013; and amending Vision 2001 -2020, the City's Comprehensive Plan, to include such Parks and Recreation Master Plan 2019 -2028; and dispensing with the second reading of this ordinance by title. WHEREAS, on July 8, 2019, the Parks and Recreation Master Plan 2019 -2028, (the "Plan "), was presented to the Planning Commission; WHEREAS, the Planning Commission held a public hearing on that date and recommended adoption of the Plan, as amended, and amending Vision 2001 -2020, the City's Comprehensive Plan, to include such amended Plan; and WHEREAS, in accordance with the provisions of §15.2 -2204, Code of Virginia (1950), as amended, a public hearing was held before this Council on July 15, 2019, on the proposed Plan, at which hearing all citizens so desiring were given an opportunity to be heard and to present their views on such amendment. THEREFORE, BE IT ORDAINED by the Council of the City of Roanoke as follows: That this Council hereby approves the Parks and Recreation Master Plan 2019- 2028 dated July 15, 2019, and amends Vision 2001 -2020, the City's Comprehensive Plan, to include such Parks and Recreation Master Plan 2019 -2028 dated July 15, 2019, as an element thereof: 2. That the City Clerk is directed to forthwith transmit attested copies of this ordinance to the City Planning Commission. Pursuant to the provisions of §12 of the City Charter, the second reading of this ordinance by title is hereby dispensed with. ATTEST: City Clerk. Amend Vision 2001- 2020 - 2019 -2028 Parks and Recreation Master Plan - Final.doc CITY COUNCIL AGENDA REPOR To: Honorable Mayor and Members of City Council Meeting: .July 15, 2019 Subject: A request by the City of Roanoke to consider an amendment to Vision 2001 -2020, the City's Comprehensive Plan, to replace the 2007 Parks and Recreation Master Plan Update and the 2013 Update to the 2007 Master Plan with the Master Plan 2019 - 2028. Planning Commission Public Hearing and Recommendation: The Planning Commission held a public hearing on Monday, duly 8, 2019. By a vote of 5 -0, with Commissioners Kit Hale and Pamela Smith absent, the Commission recommended approval of the request, finding that replacement of the 2007 Parks and Recreation Master Plan Update and the 2013 Update to the 2007 Master Plan with the Master Plan 2019 - 2028 to be consistent with the City's Comprehensive Plan. Application Information: Request: Amend Vision 2001 -2020 City Staff Person: Donnie Underwood, Ian Shaw Filing Date: Planning Commission motion on January 14, 2019 Background: The current Parks and Recreation Master Plan was adopted in 2007 as a component of Vision 2002 -2020, the City's comprehensive plan, with an Update to the 2007 Master Plan adopted as a component of Vision in 2013. The proposed Master Plan 2019 -2028 represents the work from a public process to identify community needs and priorities as it relates to parks and recreation related facilities, programming, and activities. The proposed plan moves beyond the community's desired parks and recreation needs to look at staffing and funding needed for the City to address those desired needs. Considerations: The Parks and Recreation Master Plan 2019 -2028 advances a number of strategic initiatives and policies identified in Vision 2001 -2020 as summarized in the following table. Strategic Initiative /Policy/ Actions Plan Applicability to matter Investing in Critical Amenities: Roanoke and the Valley face the challenge of maintaining and enhancing critical amenities such as natural resources, entertainment attractions, cultural organizations, recreational opportunities, and a well- designed cityscape. These critical amenities must be enhanced and expanded if the region is to fulfill its economic development potential and enhance the quality of life for residents. The regional community needs to define new methods to share the cost of maintaining and financing such attractions. Concepts such as the Blue Ridge Asset District and earmarking lodging and cigarette -tax increases are recommended as potential approaches. Selling Roanoke to Residents, Newcomers, and Visitors: Many of Roanoke's assets are well - kept secrets, even among native Roanokers. The challenge is getting the message out — and whom to tell. People often make decisions about where to visit, live, and do business based on their image of the community. Successful communities are able to develop and market a "brand" name that distills the core strengths and defines the characteristics of the place. A brand name should be clearly recognizable, consistently applied, and regional in scope to encompass the best qualities of life in the Roanoke Valley. Comprehensive Plan, pg. 48 Comprehensive Plan, pg. 59 ' Vision 2001 -2020 City of Roanoke 2001 The proposed plan prioritizes investment in various programs that enhance natural resources, provide recreational opportunities and that provide for cultural opportunities in an attractive cityscape. The plan also addresses financing and maintenance for facilities and programs. The proposed plan identifies a number programs and activities that compliments regional promotion of Roanoke as an outdoors destination. The marketing strategies in the plan will also raise awareness of Roanoke's assets with citizens. 2 Strategic Initiative /Policy/ Actions Plan Applicability to matter Community learning centers. Roanoke will encourage the efficient use of public schools by co- location of education, lifelong learning, and recreation programs in school facilities, making them community learning centers. Comprehensive Plan, pg. 84 Comments on Proposed Action: Planning Commission Work Session: The proposed plan includes improvements to recreation centers that offer after school programs and proposes a wider range of other program offerings. The plan includes recreation and wellness related programs. General discussion on plan contents and direction, no specific comments on the proposed plan. Public Comments: The only public comments received related to the relative priority for a skate park and a desire to see that as a higher priority in the overall plan. Michael Clark, Director of Parks and Recreation, responded to those comments noting the following: • The overall Master Plan reflects the priorities of the entire community and is separate from the recently completed feasibility study for a skate park. • The skate park is proposed to be located in proximity to the Wasena Bridge, which is scheduled to be replaced in the near future; development of the skate park should occur after the bridge replacement. • If skate park advocates can successfully raise funds the skate park prioritization could improve. Planning Commission Public Hearing: Commissioner Katz asked Mr. Michael Clark, Director of Parks and Recreation, if he would address where the skate park falls in the plan's list of priorities and how advocates for the skate park might bring it to a higher level through their own fund raising. Mr. Clark explained that during development of the skate park feasibility study, community input was gathered and a conceptual plan was developed for a plaza -style skate park near the present skate park at Wasena Park. He indicated the plan was designed to be developed 3 in three phases; the first phase would include basic skate park amenities, grow with each phase, and the third phase would include those amenities that would allow regional competition and spectator seating. Mr. Clark advised the Commissioners that based on two survey instruments, the skate park ranked 25`h or 26`h out of 29 desired amenities. He indicated that more private sector involvement was needed and explained that the Wasena Bridge renovations would affect the current skate park and any future plans. Ms. Liz Belcher, Roanoke Valley Greenway Coordinator, spoke in support of the Parks and Recreation Master Plan and commended the city for its investment in parks and greenways. Mr. William Sellari, 1833 Avon Road, S.W., representing the Skatepark Initiative, expressed concern with regard to the priority ranking of the skate park and how that was determined. In particular, he was concerned that the existing skate park is a unique facility that will go away with the reconstruction of Wasena Bridge while higher- ranking priorities represent additions to existing types of facilities (e.g., mountain bike trails, dog parks). Ms. Katz suggested that perhaps fund raising could take place among the advocacy groups and that could impact the priority ranking. Mr. Sellari agreed and expanded his comments expressing that youth interested in a skate park were not well represented in community input that tended to reflect an older demographic and that youth don't typically attend public meetings. Mr. Sellari noted the community input and that the Skatepark Initiative had been productively working with the City for over four years. Mr. Smith asked Mr. Sellari if the City has worked with the Skatepark Initiative to develop a plan for the skate park to continue. Mr. Sellari indicated the City worked with the group on the plan for the skate park and that they are working together. Ms. Glenn asked if there was a mechanism within the Master Plan and a willingness for the City to allocate more funds for a skate park should private funding become available. Mr. Clark stated that there was, at the end of the Master Plan and in the Feasibility Study as well. Mr. Clark said that the survey was a direct reflection of the City's demographics. Mr. Martin asked Mr. Clark how many people were surveyed and Mr. Clark indicated 400, while 350 were needed to provide a statistically valid survey. Mr. Clark confirmed that there was a 95% confidence level in the survey. Conclusions and Recommendations: The Parks and Recreation Master Plan 2019- 2028 provides direction on providing critical amenities, marketing Roanoke, developing a greenway system and contributing to lifelong learning through its various programs. In short, Master Plan 2019- 2028 provides important guidance to reaching the broad goals of Vision 2001 -2020. James Smith, Chair City Planning Commission Distribution: Robert S. Cowell, Jr., City Manager R. Brian Townsend, Assistant City Manager Chris Chittum, Director of Planning Building & Development Ian D. Shaw, Planning Commission Agent Daniel J. Callaghan, City Attorney Timothy Spencer, Senior Assistant City Attorney Michael Clark, Director of Parks and Recreation 5 pros--,-Q-:3, consultiog it ,spiring COMMUIR:,93 to Action ROANOKE PARKS AND RrCREATiON fZ Parks and Recreation Master Plan The goal of the 2019 Parks and Recreation Master Plan is to provide a concise and user - friendly roadmap that will incorporate the community's values to assist the City with decision - making regarding key issues for the next 10 years. PROS Consulting, INC. a parks and recreation management and consulting firm based in Indianapolis, Indiana, developed the plan for the City and provided the following recommendations based upon publicly- driven input as obtained and analyzed throughout 2018. This plan details the current state of the system while projecting focus areas based on a comprehensive assessment of community priorities and values for a ten -year planning horizon. This plan sought community input to identify their visions and expectations for the future of the Parks and Recreation System. Community input was received via focus groups, key leader and stakeholder interviews, open public forums, a community online open survey, a multi - lingual crowd - sourcing website (www.playroanoke.com), and a statistically -valid survey process. The information gathered from the community engagement process was combined with technical research to produce the final Master Plan as described within this Executive Summary. This plan establishes recommendations for the parks and recreation services for the City of Roanoke to achieve the vision the community has as well as to achieve greater financial sustainability without sacrificing the value of the park assets and amenities or reducing the level of experiences and services available to users. pros consulting ROANOKF ACKNOWLEDGEMENTS CITY OF ROANOKE The Citizens of Roanoke The City of Roanoke is grateful for the hundreds of citizens and visitors that assisted in this process by taking the time to fill out and submit surveys, attend public meetings, and contribute through our online feedback methods of engagement. The results herein in this Executive Summary represent the needs and priorities for the Parks and Recreation System of the City of Roanoke. Once adopted, this work shall be included within the City's Comprehensive Plan, which will serve as the guiding principles for Roanoke's future. Roanoke City Council Sherman P. Lea, Mayor Joseph L. Cobb, Vice Mayor William D. Bestpitch Michelle L. Davis Djuna L. Osborne Anita J. Price Patricia White -Boyd Planning Commission James E. Smith, Chair Karri B. Atwood Sarah Glenn Kermit "Kit" Hale Lora J. Katz Frank Martin, III Pamela Smith Parks and Recreation Advisory Board Pete Eshelman, Chair Joshua Dietz, Vice Chair Chris Bryant Melanie Crovo Lauren Hartman Matthew Kelley William Modica Luke Priddy Jared Rigby Jerome Stephens Sue Williams City Manager's Office Robert S. Cowell, Jr., City Manager R. Brian Townsend, Assistant City Manager for Community Development pros consulting Parks and Recreation Master Plan Parks and Recreation Michael Clark, CPRP, Director of Parks and Recreation Kat Andrew, Outdoor Recreation Coordinator Marilyn Arbogast, Landscape Management Coordinator Nicote Ashby, Business Coordinator Patrick Boas, CPRP, Recreation Manager Samantha Dickenson, CPRP, Athletics Coordinator Dan Henry, Parks Manager Stephanie Long, Marketing Coordinator Cindy McFall, CPRP, AFO, Community Recreation Coordinator Melida McKee, CPRP, Youth Development Coordinator Michelle Phoenix, Park Management Coordinator Bill West, Urban Forestry Coordinator Donnie Underwood, Planning and Development Administrator CONSULTING TEAM PROS Consulting INC. Neelay Bhatt, Principal Consultant and Project Lead Leon Younger, Strategic Consultant Sarah Durham, Project Consultant Brayton McClure, Project Consultant LPDA Bill Mechnick, Principal ETC Institute Chris Tatham, President pros consulting ROANOKF TABLE OF CONTENTS CHAPTER ONE - VISION, MISSION, VALUES ........................................... ............................... 1 1.1 BIG MOVES ............................................................................. ..............................1 CHAPTERTWO - GOALS ................................................................... ..............................2 CHAPTER THREE - PROCESS ............................................................. ............................... 3 CHAPTER FOUR - DEMOGRAPHICS ....................................................... ..............................4 4.1 FOUR KEY DEMOGRAPHIC FINDINGS: ............................................................................ 6 4.2 DEMOGRAPHIC IMPLICATIONS: ................................................................................... 6 CHAPTER FIVE - BENCHMARK ......................................................... ............................... 11 5.1 KEY FINDINGS ...................................................................... ............................... 12 CHAPTER SIX - COMMUNITY ENGAGEMENT ......................................... ............................... 13 6.1 KEY FINDINGS FROM COMMUNITY ENGAGEMENT ............................. ............................... 13 6.2 CITIZEN SURVEY ................................................................... ............................... 17 CHAPTER SEVEN - PROGRAM ASSESSMENTS ........................................ ............................... 19 7.1 KEY OBSERVATIONS: ............................................................................................. 19 7.2 CONCLUSIONS FOR PROGRAMMING AND MARKETING: ..................................................... 29 CHAPTER EIGHT - LEVELS OF SERVICE .............................................. ............................... 30 CHAPTER NINE - EQUITY MAPPING ................................................... ............................... 33 CHAPTER TEN - PRIORITY RANKINGS..... ...... ................................................................... 38 CHAPTER ELEVEN - CAPITAL IMPROVEMENTS ..................................... ............................... 40 CHAPTER TWELVE - FUNDING AND REVENUE STRATEGIES ..................... ............................... 44 CHAPTER THIRTEEN - STRATEGIC OPERATIONAL RECOMMENDATIONS ...... ............................... 50 CHAPTER FOURTEEN - CONCLUSION ................................................. ............................... 51 APPENDIX A - DEMOGRAPHICS ........................................................ ............................... 52 APPENDIX B - RECREATION TRENDS ANALYSIS .................................... ............................... 59 APPENDIXC - BENCHMARK ............................................................. ............................... 74 APPENDIX D FOCUS GROUPS, STAKEHOLDER INTERVIEWS, AND PUBLIC FORUM ....................... 80 APPENDIX E PUBLIC FORUM LIVE POLLING RESULTS ........................... ............................... 84 APPENDIX F - LIVE GRAPHIC SKETCHING ............................................ ............................... 87 APPENDIX G - DETAILED CITIZEN SURVEY .......................................... ............................... 89 APPENDIX H - COMMUNITY ONLINE SURVEY ....................................... ............................... 97 APPENDIX I - DETAILED PROGRAM ASSESSMENT ..... ............................... ............................126 APPENDIXJ - EQUITY MAPS .............................. ............................... ............................134 Parks and Recreation Master Plan CHAP'T'ER ONE - VISION, MISSION, V:A1 UE.S Vision: Be the reason people choose Roanoke Mission: Build a welcoming community through PLAY Core Values: Health and Well - Being, Inclusion, Service Excellence, Sustainability The following are the big moves envisioned as an outcome of the 2019 Parks and Recreation Master Plan ( "Plan ") over the next 10 years (listed in alphabetical order). • Address age and condition of recreation centers • Upgrade Eureka and Preston to community recreation centers; add two new community recreation centers • Update smaller, specialty centers for equitable distribution • Complete regional greenway trails and ensure neighborhood connectivity o Achieve 10- minute ADA compliant walkability to parks and greenways • Ensure appropriate staffing levels and optimal cost recovery on programs and events • Enhance funding sources for operating and capital needs • Replace both antiquated outdoor pools (Family Aquatic and Upgraded 50 Meter Competition) 1 pros consulting SO4 FOR ACCRED /I4 /a x • • • S, ` W 9k4h� RfCRf A1�ON 4OFa The following are the big moves envisioned as an outcome of the 2019 Parks and Recreation Master Plan ( "Plan ") over the next 10 years (listed in alphabetical order). • Address age and condition of recreation centers • Upgrade Eureka and Preston to community recreation centers; add two new community recreation centers • Update smaller, specialty centers for equitable distribution • Complete regional greenway trails and ensure neighborhood connectivity o Achieve 10- minute ADA compliant walkability to parks and greenways • Ensure appropriate staffing levels and optimal cost recovery on programs and events • Enhance funding sources for operating and capital needs • Replace both antiquated outdoor pools (Family Aquatic and Upgraded 50 Meter Competition) 1 pros consulting ddW ROANOKE CHAPTERriWO- GOALS As the fore ward indicated, the overarching goal of the Plan is to incorporate community values and provide a concise and user - friendly roadmap for the next 10 years. In order to help achieve that, the Plan process specifically sought to: 1. Engage the community, leadership and stakeholders through innovative public input means to build a shared vision for parks, open space, trails, and recreation in the City of Roanoke for the next five or more years. 2. Utilize a wide variety of data sources and best practices, including a statistically -valid survey to predict trends and patterns of use and how to address unmet needs in the City of Roanoke. 3. Determine unique Level of Service Standards to develop appropriate actions regarding parks, open space, trails, and recreation that reflects the City's strong commitment in providing high quality recreational activities for the community. 4. Shape financial and operational preparedness through innovative and "next" practices to achieve the strategic objectives and recommended actions with achievable strategies. 5. Develop a dynamic and realistic strategic action plan that creates a road map to ensure long- term success and financial sustainability for the City's parks, open space, trails and recreation, as well as action steps to support the family- oriented community and businesses that call Roanoke home. 74 Parks and Recreation Master Plan CHAPTER THREE - PROCESS The Plan followed a process of data collection, public input, on- the - ground study, assessment of existing conditions, market research, and open dialogue with local leadership and key stakeholders. The project process followed a planning path, as illustrated below: Where Are We Going ``*.1.► ^�•.1 Where Are We TOMORROW? How Do We Get TODAY? THERE? a a a a a a a a a a a a a a a a a a a• a a a a a a a■ a a a a a a a a a a a a a . • Community Engagement • Site Assessments Demographic and Trends • Program Assessment Analysis • Level of Service • Needs Prioritization • Capital Improvement Plan • Funding and Revenue Strategies • Strategic Action Plan 3 Pros consulting ROANOKE CF1APTER FOUR - DFMOGRAPl -11CS POPULATION: 100,823 people live in Roanoke City is expected to grow to 109,228 residents by 2032 AGE: Median Age: 39.5 By 2032, the 55+ age segment will encompass 36% of the population RACE: 62% of the population is White Alone Slowly diversifying in the next 15 years INCOME: $37,464 median household income Median household income lower than state and national averages El Parks and Recreation Master Plan 2017 Demographic Roanoke Virginia U.S.A. Comparison Annual Growth Rate ° (2010 -2017) 0.57% 0.92% 0.87% Projected Annual 0 Growth Rate 0.56% 0.90% 0.83% Per Capita Income $25,213 $35,637 $30,820 Median Household Income $37,851 $66,285 $56,124 The table above is a summary of City of Roanoke's demographic figures. These figures are then compared to the U.S. population as well as the state of Virginia. Highlighted cells represent key takeaways based on the largest discrepancies between the City and the U.S. as follows: A. Below Average: Population Growth B. Above Average: Black Alone Race Distribution C. Below Average: Hispanic /Latino Race Distribution D. Above Average: Representation of "All Others" Race Distribution E. Below Average: Income Characteristics 5 pros consulting Anhdil 9r°. Rate ]„ 0.38% 0.8$% 0.7.9% Ay.erage No a otcf' Size 2.25 2.56 -`; 2.59 _ Ages 0-17 22% 21% 22% E -2 Ages 18 -34 21% 23% 24% Ages 35 -54 25% 26% 26% y c Ages 55 -74 23% 23% 22% �+ Ages 75+ 8% 7% 6% White Alone 61.7% 66.2% 70.2% 0 28.7% Black Alone 19.3% 12.8% American Indian 0.4% 1.00/0 e 0.3% 3.0% 6.7% 5.6% bAsian Pacific Islander 0.1% 0.1% 0.2% Some other Race 2.7% 3.8% 6.8% Two or More Races Hispanic/ Latino 3.49,., 3.6% 3.4% 0 _ = 3 m Origin (any race) 6.5% 9.5% 18.1% V ._ 3 f0 °' a° All Others 93.5% 90.5% 81.9% x Per Capita Income $25,213 $35,637 $30,820 Median Household Income $37,851 $66,285 $56,124 The table above is a summary of City of Roanoke's demographic figures. These figures are then compared to the U.S. population as well as the state of Virginia. Highlighted cells represent key takeaways based on the largest discrepancies between the City and the U.S. as follows: A. Below Average: Population Growth B. Above Average: Black Alone Race Distribution C. Below Average: Hispanic /Latino Race Distribution D. Above Average: Representation of "All Others" Race Distribution E. Below Average: Income Characteristics 5 pros consulting ROANOKE While it is important not to generalize parks and recreation needs and priorities based solely on demographics, the analysis suggests some potential implications for the City. First, the slightly declining growth rate suggests that Roanoke should focus on the current services and facilities provided to ensure all opportunities are considered. With aging facilities, it is important to focus on updating these spaces and /or building new ones, especially where outdated facilities no longer meet safety and /or ADA compliances. Second, the City's slight aging trend indicates the need to provide more programs and services for the 55+ population. Such a focus could also potentially attract baby boomers to retire in Roanoke. However, it will also be important to continue providing services for the 69% of residents who are under age 55. Third, the City's below - average income characteristics reveals little presence of disposable income. This data recommends that all dollars should be maximized within these programs because it comes down to what the community can afford. Fourth, the City should ensure that its rapidly growing Black Alone population is reflected in marketing and communications outreach, program participation figures, and response rates when surveying the community. �� 33 Based on the research, Roanoke has a diverse population compared to the national average, with large representation of Black Alone residents. In addition to the increase in diversity, the age segment distribution reflects an aging trend, as the senior population is expected to increase over the next 15 years. It is important to continue to evaluate programs and services to ensure that participation rates reflect the expected demographic shifts of the service area. The population also demonstrates limited earning capabilities, as income per capita and median household income are well below state and national levels. This is important to consider in assessing program offerings, as local residents may be more sensitive to increases in pricing and costs associated with participating. It may be necessary to provide additional low -cost recreational opportunities and facilities, appropriate levels of subsidy, and options for financial assistance to ensure all residents have access to recreational programs and modern close -to -home facilities. Roanoke's participation rates are slightly above average for team sports, such as adult softball, and indoor team sports such as both adult and youth basketball and volleyball; while fitness and outdoor/ adventure activities were consistently below expected national participation rates. These lower rates could be attributed to factors related to the limited earning capabilities of many citizens, availability /accessibility to close -to -home, walkable parks and facilities, and /or other involvement barriers. It will be important to identify the most influential barriers to participation and develop effective strategies for increasing participation in recreational pursuits among residents in the future. 6 Parks and Recreation Master Plan Traditional demographic identification terms and categories at times may not reflect the full picture to capture the customer marketplace for Roanoke. Consumer market segmentation is categorized in 67 distinct Lifemodes, such that localities such as Roanoke can better understand how their customers buy, how they prefer to recreate and how they spend their free time. This information is useful to the City to identify target markets to ensure that Parks and Recreation services, facilities, and programs are aligned with the unique characteristics of the local community. The following page illustrates the Top 10 Tapestry Segments that make up over 70% of the entire population while the remaining segments make up small portions of the rest of the population. pros consulting ROANOKF ' • . • • • 10 Tapestry Percent of Rank Tapestry Segment Population 1 Rustbelt Traditions 11.2% 2 Hardscrabble Road 8.8% 3 In Style 8.6% 4 Old and Newcomers 8.2% 5 Traditional Living 7.4% 6 City Commons 6.9% 7 Modest Income Homes 5.4% 8 Emerald City 4.7% 9 Set to Impress 4.7% 10 Retirement Communities 4.6% Total 70.5% Source: ESRI's Tapestry Segmentation 1. Rustbelt Traditions a. Work force is primary white collar with a higher concentration of skilled worker in manufacturing, retail trade and health care. b. Residents are family oriented and value spending time at home - most have lived and worked in the same area for years. c. Budget aware shoppers that favor American made products. d. Activities include reading the newspaper, watching TV, online gaming, and listening to rock stations. e. Most residents live in modest, single family homes in older neighborhoods and have an average household size of 2.46 and median household income of $49,000. 2. Hardscrabble Road a. Primarily family households, married couples with or without children, living in older housing, built before 1960. b. Work force has high unemployment rate, nearly twice the US rate c. Approximately 60% of householders are renters, living primarily in single- family homes d. These cost - conscious consumers purchase sale items in bulk and buy generic over name brands. e. Activities include reading parenting and health magazines, watching TV, participating in team sports, and listening to rap /hip -hop music. f. Residents have an average household size of 2.64 and median household income of $26,000. 8 Parks and Recreation Master Plan 3. In Style a. Young singles living alone or with roommates or partners, renting multiunit housing in urban settings. b. Well educated, nearly half with bachelor degrees, with a median age of 35.5 and median household income of $51,000. c. Primarily spenders rather than savers, who travel often exploring new destinations and experiences. d. Up -to -date on technology, using the internet and smartphones to keep up on latest styles and trends. e. Socially and environmentally conscious, while also being attentive to good health and nutrition; shopping at Whole Foods or Trader Joe's and buy organic when they can. 4. Old and Newcomers a. Mostly renters who are just beginning their careers or retiring. b. Most residents are single households with a mix of married couples (no children). c. Median age is 38.5 with a median household income of $39,000. d. Consumers are price aware and coupon clippers but open to impulse buys. e. They are attentive to environmental concerns and comfortable with the latest technology. 5. Traditional Living a. Diverse mixture of married couples, single parents, and singles with a median age of 38.8 and median household income of $60,000. b. Most housing is single- family homes or townhouses built before 1970 that have at least one vehicle. c. Residents earn above average incomes but are also price savvy consumers and tend to seek out deals on brands they like at warehouse clubs, Walmart, or Target. d. Residents are health - conscious consumers, while also being attuned to nature/ environment and prefer to purchase low - calorie and natural products. 6. City Commons a. One of the youngest markets with a median age of 28.5 living in large metropolitan cities and majority rent apartments in midrise building. b. Single part households, primarily female, with an average household size 2.67 and a median household income of $18,300. c. Nearly a quarter of this population have not graduated from high school and have a low labor participation at 53 %. d. Primary purchases in baby and children's products and primarily shop at warehouse clubs like Sam's Club and Walmart. e. Magazine are extremely popular source of news and latest trends and enjoy listing to radio. 7. Modest Income Homes a. Single person or single parent (usually female) households, with some multigenerational presence, living in single family homes, with a median age of 36.1 and median household income of $22,000 b. Low income and minimal education contribute to an abundance of households below the poverty level and highly dependent on Social Security and public assistance c. Consider traditional gender roles and religious faith very important 9 pros consulting ROANOKE d. Consumers are unlikely to own a credit card and shop at warehouse clubs and low -cost retailers to make ends meet e. Entertainment and recreational activities include gospel and RandB music, watching TV, and playing basketball 8. Emerald City a. Single- person and nonfamily households living in single family and multiunit housing, with median age of 36.6 and median household income of $52,000 b. Well educated; more than half have a college degree and a professional occupation c. Highly connected, use the internet and technology for everything, but still find time to work out and eat healthy d. Environmentally conscious consumers e. Leisure interests include cooking, reading, listening to music, fine arts, and travel 9. Set to Impress a. Single- person households make up over 40% of all households and found most in urban areas but also in suburbs. b. Unemployment is higher, although most are still in college, and live in areas where it is easy to walk or bike to work. c. Leisure activities include going to rock concerts, night clubs, and the zoo and are very comfortable with the latest technology. d. Nearly one in three residents are 20 -34 years old and live in apartment complexes that are multiple multiunit structures. e. With a median household income of $29,000; they are always looking for a good deal and will stock up when the price is right. 10. Retirement Communities a. Single- person households living in multiunit or single family homes with median age of 52 and median household income of $35,000 b. Shop at large department stores for convenience and are brand loyal c. Very frugal, pay close attention to finances d. Prefer to read magazines over interacting with computers e. Activities include bingo, golf, opera, the theater, reading, puzzles, and traveling 10 Parks and Recreation Master Plan CHAPTER FIVE — BENCHMARK Operating metrics were identified to benchmark against comparable park and recreation systems that have a similar mission and vision as the City. The communities of Roanoke County, Virginia; James City County, Virginia; Asheville, North Carolina; Bend, Oregon; and Bellevue, Washington were chosen due to their comparable high- quality services and their attainment of nationally accredited and /or Gold Medal achievements through the National Recreation and Park Association (NRPA). These Parks and Recreation departments all share the common drive to be "change agents" and are creating a lasting impact in their communities as they influence people, families, and businesses' decisions to remain in or move to their town or city to live, to raise their families, to work, and to play. The goal of the analysis is to evaluate how Roanoke is positioned among these peer agencies as it applies to efficiency and effectiveness practices. The benchmark assessment was organized into specific categories based on agency responses to targeted questions that lend an encompassing view of each system's operating metrics in comparison to Roanoke. In addition, the benchmark comparison is also compared to national data from NRPA's Park Metrics database and /or recommended best practice standards. Information used in this analysis was obtained directly from each participating agency. Due to differences in how each system collects, maintains, and reports data, variances may exist. These variations can affect the per capita and percentage allocations, and the overall comparison must be viewed. For example, Roanoke's data includes Carvins Cove Natural Reserve is 12,542 acres which skews park percentage allocations and distributions. The benchmark data collection for all systems was completed in October 2018, and information may have changed since the original collection date. The information sought was a combination of operating metrics that factor budgets, staffing levels, and inventories. In some instances, the information was not tracked or not available. 11 pros consulting ROANC)KE Detailed findings on the benchmark analysis can be found in Appendix C. Based upon these comparisons, the following key findings were identified: • With nearly 14,000 acres, Roanoke is the leader among the other departments in total park acres managed, as well as the highest level of service for acres per population. These figures are also exceeding the national median established by the NRPA park metrics. • Roanoke is also the clear leader in trail miles with almost 91 total miles whereas Bellevue ranks second at 70. Roanoke's trail miles per population is nearly double what is considered best practice nationally. • Unfortunately, Roanoke ranks near the bottom of the list for full -time staff equivalents (FTEs) with 93. Only Asheville has fewer with 91 FTEs. • At approximately $54 of operational expense per resident, the City is spending at the national median but it is still considerably lower to the other benchmark agencies despite having a considerably larger park system. • Due to the low level of earned income, the City is only recovering 12% of its operational expenditures from non -tax revenues, well below the NRPA average of 26 %. Cost recovery speaks directly to the sustainability of the system and the fact that its recovery level is well below standards should signal a strong need for enhancing the revenue generating capabilities of the Department. • Roanoke has the lowest amount of square feet of indoor community/ recreation center space per resident (0.5) of the benchmarked communities. This level of service is much lower than best practice levels, which is around 1.5 -2.0 sq. ft. per resident, nationally. In addition, the existing space is also significantly older and the aging facilities limit the quality of the experience and revenue producing capacity of the Department, as well. 12 Parks and Recreation Master Plan CHAPTER SIX - U- )MMJNITY FNGAGEMENT As a fundamental component of the planning process, the consultant team conducted a series of focus group and stakeholder interviews to develop a sound understanding of the parks system in Roanoke through the lens of the constituents served. Questions asked of participants pertain to perceived strengths, potential opportunities, and top priorities for the Department. Understanding the city representatives', stakeholders' and citizens' goals and desires for parks, facilities, and programming created a clear vision for future planning. More than 250 people attended the various community input meetings, 3,000 households were surveyed, and multitudes provided input online, totaling over 1,600 overall customers that participated in the Plan's community engagement process. In addition, they also represented a wide variety of interests, influence, and perspectives within the City to ensure the input was holistic and reflective of the broad demographic. Detailed notes from the focus groups, stakeholder interviews and public forum can be found in Appendix D. Results from the live polling during the public forum can be found in Appendix E and results from the live Graphic Sketching is found in Appendix F. 1. Strengths Proerammine: The Department delivers high- quality programming that is affordable and accessible. A wide variety of creative offerings contributes to their capabilities in meeting/ exceeding the diverse needs of the community and providing programs with broad age- segment appeal. Interview participants suggested the Department provides top -notch programming in athletics, youth activities, special events, and outdoor/ adventure activities. Parks: Many respondents also identified the parks, facilities, and trails as strengths of the system. Interviews highlighted the quantity and variety of experiences available to residents, as well as the balance of natural settings and developed parkland. Park sites and facilities are perceived to be generally maintained in a fair condition. Residents especially value the 13 pros - consulting ROANOKE_ connectivity and availability of trails and greenways throughout the City, although there is room for the regional system to be finished and connected into the neighborhoods. There was also excitement about the recent progress made in developing mountain biking trails and the region receiving designation from International Mountain Bicycling Association (IMBA), primarily due to the City's excellent trail system. Park sites and facilities noted by interviewees as strengths of the system include: Mill Mountain, Carvins Cove, proximity to Blue Ridge Parkway, availability of high- quality rental facilities, and the new /future improvements at River's Edge Park. Staff: The current staff of the Department was also identified as a strength. Interviewees suggest that parks employees are knowledgeable and passionate about their work, and the hospitality extended to users creates a welcoming, family- friendly environment. Other comments regarding staff point to the overall responsiveness and cooperation of the Department, as well as the resourcefulness and creativity of individual employees when interacting with users. Partnerships: The Department is also recognized in the community for its ability to engage in partnerships that add great value to the system. Over time, the Department has demonstrated that it can attract alternative sources of income and collaboration in program delivery from a variety of public and private partner organizations throughout the community. Of note, the park system has enhanced service delivery through solid working relationships with schools, alternative recreation providers in the area, sports organizations, and private entities. Marketing and Brandine: Interviewees added that marketing efforts and the branding ( "PLAY Roanoke ") are another strength of the system. Respondents suggested the Department has effective outreach and communication with residents, along with strong promotion of offerings. Participants also cited good use of marketing channels, such as PLAY Magazine, the Department's website (www.playroanoke.com), and various social media outlets. 2. Challenges: Parks: Interviewees identified upgrading and enhancing the current inventory of parks and facilities as the strongest opportunity for the Department due to a combination of facility age /poor functionality, ADA compliance, and antiquated design. Many referred to a need to modernize and build new facilities such as indoor gym spaces, high quality sports fields, better and additional park restrooms, and to repurpose old tennis courts. Other suggestions for improving parks and facilities included: reopen Roanoke Mountain Campground/ explore new camping opportunities; consolidate parklands and remove pocket parks; create a modern skate park; and develop both Horton Park and River's Edge Park North. There is also sentiment that many park sites need amenity updates to make them more inviting to visitors, such as improved parking, better ADA compliance, increased wayfinding and interpretive signage, and replacing old infrastructure such as restrooms that are often deemed unsafe. Respondents identified that there is a need to finish the regional greenway trail system and connect those trails into neighborhood parks. It is important to note that this feedback is at 14 Parks and Recreation Master Plan a point in time and not reflective of the comprehensive regional greenway and trails plans (in final stages of development) which will address several of these connection issues. Design and Maintenance Management Standards: In addition to updates and upgrades to the system, many interviewees stressed the importance of developing design and maintenance management standards, evaluating amenity/ facility lifecyyles, and understanding true costs for routine maintenance and upkeep of parkland and facilities for efficient planning in the future. Serving a Diverse Audience: Another frequent comment from focus group interviews is that the Department needs to increase the overall appeal of recreation programming to serve a more diverse audience. While the Department is providing quality programs for many residents currently, the current mix seems to lack opportunities for teens and young adults, as well as adaptive considerations for populations with disabilities. (Note: All opinions here are subjective and individual opinions. The Department does offer Therapeutic Recreation programs that are contracted through Roanoke County). The interviewees also suggested there is a strong demand for additional programs that encourage active, healthy lifestyles and improve the overall quality of life in Roanoke, such as fitness programs, outdoor/ adventure recreation, and community events. Greater Staff Diversity and Incentives for Retention: Respondents also identified an opportunity to reduce staff turnover and right -size the current workforce. Much of the turnover is perceived to be attributed the lack of competitive wages and retention rates of part -time employees. Interviewees also indicated the limited diversity of the workforce and would like to see the City aim to proactively seek to diversify staff to more accurately reflect the makeup of the local populace. Greater internal communication and seeking more input from staff in decision - making was another suggestion for improving the current culture of the organization. Public /Private Partnerships: Interviewees suggested an opportunity exists for the Department to increase and enhance both public and private partnerships. By developing effective new partnerships and strengthening existing ones, the Department could potentially expand its programming mix and increase value for users. Potential partners identified by interviewees as a focal point for the Department were local schools, libraries, healthcare providers, the Western Virginia Water Authority, and Explore Park (i.e. Roanoke County Parks, Recreation and Tourism). Enhance Brandine and Marketing: There were also some respondents that expressed a need for continuing to enhancing the Department's brand and developing a comprehensive marketing plan. In order to connect better with audiences, the Department should determine its `story' and develop effective strategies to train staff in spreading consistent and inspiring messaging of who we are and why we are important to the end users. 15 pros consulting ROANOKI • Increase funding for the Parks and Recreation Department and explore additional funding sources. • Enhance connectivity of regional greenway trail system and link to neighborhood parks. • Increase focus on developing the river as a recreational amenity and increase outdoor adventure opportunities. • Improve /enhance partnerships throughout the community to strengthen the system and greater advocacy and support from City leaders 16 Parks and Recreation Master Plan ETC Institute administered a needs assessment survey for the City of Roanoke during the summer of 2018. The survey was administered as part of the City's efforts to plan the future for parks and recreation opportunities. The survey and its results will guide the City of Roanoke in making improvements to the City's existing and future parks, trails, and recreational programs to best serve the needs of residents. The survey will also help the City establish priorities for the future improvement of Parks, Recreation and Forestry facilities, programs and services within the community. ETC Institute mailed a survey packet to a random sample of households in the City of Roanoke. Each survey packet contained a cover letter, a copy of the survey, and a postage -paid return envelope. Residents who received the survey were given the option of returning the survey by mail or completing it on -line at www.RoanokeParkSurvey.org. Ten days after the surveys were mailed, ETC Institute sent emails and placed phone calls to the households that received the survey to encourage participation. The emails contained a link to the online version of the survey to make it easy for residents to complete the survey. To prevent people who were not residents of the City of Roanoke from participating, everyone who completed the survey online was required to enter their home address prior to submitting the survey. ETC Institute then matched the addresses that were entered online with the addresses that were originally selected for the random sample. If the address from a survey completed online did not match one of the addresses selected for the sample, the on -line survey was not counted. The goal was to obtain completed surveys from at least 375 residents. The goal was exceeded with a total of 377 residents completing the survey. The overall results for the sample of 377 households have a precision of at least +/ -5.0% at the 95% level of confidence. Detailed report findings can be found in Appendix G. When analyzing the programs offered by the City of Roanoke Parks and Recreation Department the same item was the most important to respondent's households and had the highest level of unmet need. Focusing on adding concerts and /or performing arts programs within the district would provide the greatest benefit for the largest number of residents within the City of Roanoke. Adult fitness and wellness programs is one of the top three most needed programs and was also in the top three who households have an unmet need for. Focusing on this amenity will give the City the opportunity to provide the greatest benefit for the largest number of residents. In order to ensure that the City of Roanoke continues to meet the needs and expectations of the community, ETC Institute recommends that the Department sustain and /or improve the performance in areas that were identified as "high priorities" by the Priority Investment Rating (PIR). The facilities and programs with the highest PIR ratings are listed below. Facility Priorities • Paved walking trails (PIR =171) • Paved greenway trails (PIR =148) 17 pros consulting ROANOKF • Small neighborhood parks (PIR =147) • Dog parks (PIR =138) • Indoor swimming pools (PIR =137) • Natural areas /wildlife habitats (PIR= 123) • Indoor walking and running tracks (PIR =122) • Playgrounds(PIR =120) • Fishing areas (PIR =114) • Outdoor adventure park (PIR =110) • Mountain bike and hiking trails with natural surface (PIR =109) • Outdoor pools /water parks (PIR =105) Programming Priorities • Adult fitness and wellness programs (PIR =200) • Adult day trips (PIR =124) • Special events (PIR =120) • Nature programs (PIR =113) • Adult art, dance, performing arts (PIR =110) 18 Parks and Recreation Master Plan CHAPTER SEVEN — PROGRAM .ASSESSMENTS The assessment offers an in -depth perspective of program and service offerings and helps identify strengths, weaknesses, and opportunities regarding programming. The assessment also assists in identifying core programs, program gaps within the community, key system -wide issues, areas of improvement, and future programs and services for residents. The consulting team based these program findings and comments from a review of information provided by Roanoke's staff including program descriptions, financial data, partnership agreements, promotion methods, etc. This information addresses the program offerings from a systems perspective for the entire portfolio of programs, as well as individual program information. • Program descriptions effectively communicate the key benefits and goals of each Core Program Area. • Age segment distribution is skewed towards the older age segments. It does seem that preschool age kids and teens are underserved. The age segment distribution should be monitored on an annual basis to help ensure program distribution aligns with community demographics. • Program lifecycles: Currently, 13% of the system's programs are categorized in the Introduction Stage; while 11% of programs fall into the Decline Stage. • From a marketing and promotions standpoint, the staff utilizes a variety of marketing methods when promoting their programs including: the Roanoke website, program guides, brochures and flyers, email blasts, smart phone enabled site, in- facility promotions and signage, and Facebook as a part of the marketing mix. The Play Roanoke branding has been very effective and seems to resonate with the community as well along with the newly introduced HAPPiFEET'm - Roanoke App. • Better identify marketing Return on Investment for all marketing initiatives • Opportunity to increase the number of cross - promotions. • Currently, customer feedback methods are rather limited. Moving forward, it is highly recommended that the Department begin incorporating user feedback, on more consistent biases, as a key performance measure that can be tracked over time. o Specifically, pre - program evaluation and lost customer surveys are highly recommended feedback tools that should be considered moving forward. • Pricing strategies are varied. Currently, the most frequently used approaches include: market rate, cost recovery, and ability to pay which are good practices and must be continued. To help achieve the mission, it is important that staff identify Core Program Areas based on current and future needs to create a sense of focus around specific program areas of greatest importance to the community. The philosophy of the Core Program Area assists staff, policy makers, and the public focus on what is most important. Program areas are considered as Core if they meet a majority of the following categories: 19 pros consulting ROANOKE_ The program area has been provided for a long period of time (over 4 -5 years) and /or is expected by the community. • The program area consumes a relatively large portion (5% or more) of the agency's overall budget. • The program area is offered 3 -4 seasons per year. • The program area has wide demographic appeal. • There is a tiered level of skill development available within the programs area's offerings. • There is full -time staff responsible for the program area. • There are facilities designed specifically to support the program area. • The agency controls a significant percentage (20% or more) of the local market. Core Program Areas for the City are: • Athletics • Community Recreation • Outdoor Recreation • Youth Development 20 Parks and Recreation Master Plan Core Program Areas Aquatics Preschool P Elementary p Teens p Adult P Senior P Families P Adult Sports Leagues P p After School Programs s P 5 S S P Arts, Culture, & Personal Interest Programs S P P P p p Fitness and Wellness P P Outdoor Recreation P p P P Summer Camps S P S S S P Trips and Tours S S S P P P I Youth Sports Leagues S P p E An Age Segment Analysis was completed by Core Program Area, exhibiting an over - arching view of the age segments served by different core program areas, while displaying any gaps in segments served. It is also useful to perform an Age Segment Analysis by individual programs, in order to gain a more nuanced view of the data. Based on the age demographic, current programs are heavily skewed towards the 18+ population. With 30% of the City's population falling within the 55+ age segment, it would be expected that the 'Middle -Aged Adults' and 'Senior' segments would be highly catered to. Additionally, the lack of primary programs dedicated to the 'Preschool' and 'High School' segment is noticeable. Teenagers make up a critical user group for parks and recreation departments. This age segment tends to be one of the most elusive in terms of overall participation in programs. It is important to engage teens in recreation offerings to ensure that youth have an opportunity to pose a positive impact in the community. Furthermore, a department that is effective in capturing the teen segment is potentially tapping into strong volunteer resource to aid in the development of future leaders. It is recommended that Roanoke consider introducing new programs, specifically for the 'High School', 'and 'Preschool" age segments to address any unmet needs. 21 pros - consulting ROANOKE:_ Conducting a classification of services informs how each program serves the overall organization mission, the goals, and objectives of each Core Program Area. Additionally, it also assists with how programs should to be funded with regard to tax dollars and /or user fees and charges. How a program is classified can help to determine the most appropriate management, funding, and marketing strategies. Program classifications are based on the degree to which the program provides a public benefit versus a private benefit. A public benefit can be described as everyone receiving the same level of benefit with equal access, whereas a private benefit can be described as the user receiving exclusive benefit above what a general taxpayer receives for his or her personal benefit. This plan proposes a classification method based on three indicators: Core, Important, and Value - Added. Where a program or service is classified depends upon alignment with the organizational mission, how the public perceives a program, legal mandates, financial sustainability, personal benefit, competition in the marketplace, and access by participants. The following visual describes each of the three program classifications. • Roanoke May Provide; with additional resources, it adds value to community, it supports Core and Important Services, it is supported by community, it generates income, has an individual benefit, can be supported by user fees, it enchances community, and require little to no subsidy. • Roanoke Should Provide; if it expands and enchances core services, is broadly supported and used, has conditional public support, there is economic /social /environmental outcome to the community, has community importance, and needs moderate subsidy. • Roanoke Must Provide, if it protects assets and infrastructure, is expected and supported, is a sound investment of public funds, is a broad public benefit, there is a negative impact if not provided, is part of the mission, and needs high to complete subsidy. 22 Parks and Recreation Master Plan Another way to describe these three classifications is to analyze the degree to which the program provides a community versus an individual benefit. These categories can then be correlated to the Core, Important, and Value -Added classifications. • High public expectation • High public expectation • Free, nominal or fee tailored to public needs • Requires public funding • Substantial public benefit (negative consequence if not provided) • Limited or no alternative providers • Open access by all • Fees cover some direct costs • Requires a balance of public funding and a cost recovery target • Public and individual benefit • Alternative providers unable to meet demand or need • Open access • Limited access to specific users • High individual and interest group expectation • Fees cover most direct and indirect costs • Some public funding as appropriate • Primarily individual benefit • Alternative providers readily available • Limited access to specific users A classification of programs and services was conducted for all of the recreation programs currently being offered. The results are presented in the graphic below. Approximately 35% of programs were deemed Value Added by staff, with 31% considered to be Important, and the remaining 34% being Core. This distribution breakdown is used to identify the current distribution and make recommendations that help the agency achieve a balance that helps achieve cost recovery goals. PROGRAM CLASSIFICATION DISTRIBUTION 23 %fir V.-P - consulting I ROANOKE Cost recovery targets have been identified for specific programs, services, and events where realistic. Through an in -depth analysis of program type, an effective breakdown for tracking cost recovery metrics was identified. Determining cost recovery performance and using it to inform pricing decisions involves a three -step process: 1. Classify all programs and services based on the public or private benefit they provide (as completed in the previous section). 2. Conduct a Cost of Service Analysis to calculate the full cost of each service. 3. Establish a cost recovery percentage, through Department policy, for each service type based on the outcomes of the previous two steps, and adjust program prices accordingly. A full breakdown of cost of service analyses and associated cost recovery targets can be found in Appendix I of this document. The pricing of programs should be established based on the Cost of Service Analysis, overlaid onto programs areas or specific events, and strategically adjusted according to market factors and /or policy goals. Overall, the degree to which pricing strategies are used currently is robust. Current pricing tactics include age, family/ household status, resident/ nonresident rates, group discounts, market rates, cost recovery goals, and ability to pay. The pricing strategies not currently in use are weekday /weekend and prime /non -prime time rates. There is an opportunity to use this and other pricing strategies gaps in certain core program areas. These untapped pricing strategies are useful to help stabilize usage patterns and help with cost recovery for higher quality amenities and services. The consulting team recommends that all core program areas use cost recovery goals as a factor in determining pricing and develop a fully functional process for tracking cost recovery, as long as the community's demographics or the kind of offering allow for it in Roanoke. 24 Parks and Recreation Master Plan Staff should continue to monitor the effectiveness of the various pricing strategies they employ and make adjustments as necessary within the policy frameworks that guide the overall pricing philosophies. It is also important to continue monitoring for yearly competitor and other service providers benchmarking. The table below details pricing methods currently in place by the core program area and additional recommendations for strategies to implement over time. Pricing Strategies Age Segment Aquatics Yes Leagues Programs Yes Arts, Culture, Interest Family/Household Status Family/Household Status Yes Yes Residency Residency Yes Weekda Meekend Weekday/Weekend Prime /Non -Prime Time Prime /Non -Prime Time Group Discounts By Location By Competition Market Rate By Location Yes Yes By Cost Recovery Goals Yes Yes Yes By Customer's Ability to Pay Yes Yes Yes Yes Pricing Strategies Age Segment Fitness and Wellness Outdoor Recreation Summer Camps Yes Trips and Tours Youth Sport Leagues Family/Household Status Yes Residency Yes Weekday/Weekend Prime /Non -Prime Time Group Discounts By Location By Competition Market Rate Yes Yes Yes Yes B Cost Recovery Goals Yes Yes Yes Yes B Customer's Ability to Pa Yes Yes Yes Yes Yes This section reviews the Department's marketing and promotions. The number and types of methods used are certainly varied through the system. The Play Roanoke branding campaign has taken roots and resonates throughout the community and in the Department's offerings including the website (www.ptayroanoke.com) and the program guide. Most programs are promoted via seasonal program guides (printed and online), the website, flyers and brochures, newsletters, signage, and verbal communication with staff, as well as social media platforms such as Facebook, and Twitter (for arts, culture, and personal interest and outdoor recreation). Despite the extensive work done by the Department, "lack of awareness" was stated by the survey respondents as the top barrier preventing households from using Parks and Recreation services with 38% stating that and this further underscore the importance of investing additional resources towards marketing and telling the story. This is not unique to Roanoke since lack of awareness is cited as one of the top 3 barriers to participation among park and recreation agencies nationwide. 25 pros - consulting ROANOKE Given the limited marketing dollars that have been traditionally appropriated, it would be helpful for Roanoke to undertake a marketing return on investment (R01) assessment to evaluate the effectiveness of the marketing mediums undertaken and tailor future marketing spending to focus on the most effective mediums. This could be done by ensuring every registrant and as many on -site users as possible are asked `How did you hear about us ?' Tying the participant responses to marketing mediums would allow for a better understanding of marketing spending and enable greater effectiveness of existing ones while eliminating non - effective mediums. Cross promoting at special events would be highly recommended. It is imperative that the Department take advantage of the presence of high numbers of relative captive audience in the special event environment (especially signature ones such as GoFest) to promote its other offerings, programs, facilities, and rentals. Similarly, cross - promoting programs targeted towards the same age group audiences are highly encouraged. 26 Parks and Recreation Master Plan MARKETING RECOMMENDATIONS: Marketing efforts must build upon and integrate with supporting plans, such as the master plan, maintenance plan, capital improvements plan, strategic plan, financial plan, and directly coordinate with organization priorities. Every priority the Department has needs a strategic communication component to it in order to stay ahead of misinformation. This requires an investment to achieve a better level of communication with your customers. The following are potential opportunities to create an appropriate balance of resources to improve marketing and image: • It is important for the Recreation staff and Marketing staff to collaborate on strategies and delivery of messaging. Each person has a role in the process and content development that will entice residents to participate and drive increased demand for services. There should be a process in place that identifies and describes the role of each position in the overall marketing strategy through promotion, communication, and telling the Department's story in a compelling manner that makes a human connection with the target audience. • Ensure that capital projects include marketing /messaging /communication component, including its goals, priorities, and the implementation schedule. • Make marketing a priority by dedicating staff, resources, time, and money to get out in front of operations proactively rather than reactively. • Create college internships to help with the workload. There are three internship seasons a year, January - May, May - August, and August - December. Reach out to Virginia Tech, Roanoke College, Radford University, etc. to grow relationships with their program and career centers. It would be helpful to create a compensation package for them so they are focused on your agency and not how to pay for their internship. • Where there are gaps in expertise, contract out. There are firms that can keep Roanoke up -to- date on market research, build a baseline content calendar, and design templates to give you a jump- start. • Provide ongoing training and development for staff to learn and as refresher on marketing. • Continue to ensure marketing has a seat at the table for all key decision - making meetings. Allow them to ask thought - provoking questions in order to dive deeper into potential bad publicity and possible misinformation. This will help them develop talking points to minimize the spread of misinformation that could damage the good that the agency is doing. Make sure the talking points are distributed in advance of external actions being taken, so the right message is released at the beginning. • Document the marketing decisions and track the key performance indicators (KPI) to ensure that the Department's objectives are being achieved 27 pros - consulting ROANOKF 2OANOKF The current website is user - friendly and quick links on the Parks and Recreation homepage make it easy for the user to access more popular /desired information. The mobile friendly website key in today's times of increased smartphone utilization. The monthly newsletter and upcoming events are located on the home page with quick links, is a good practice which directly drives users' attention to upcoming programs, meetings, or activities residents may have not previously known about. The use of Web 2.0 technology should continue to be used. Currently, Roanoke utilizes mediums such as Facebook and Twitter but should also consider platforms such as Instagram, YouTube, Flickr, Snapchat and /or Pinterest. The key to successful implementation of a social network is to move the participants from awareness to action and creating greater user engagement. This could be done by: '�' SHARE Retweet rft m�j Like go • Leveraging the website and HAPPiFEETtm - Roanoke to obtain customer feedback for programs, parks and facilities and customer service • Expanding opportunities for Crowd - sourcing information on an ongoing basis o Existing resources include www.mysidewalk.com and www.peakdemocracy.com which can be evaluated if the agency has the resources and can utilize it on an on -going basis • Providing opportunities for Donations or Crowdfunding through websites such as o www. kickstarter. org/ www. indiegogo .com /www.Mightycause.com • Maximizing the website's revenue generating capabilities 28 Parks and Recreation Master Plan Over the last decade, social media has become one of the fastest growing trends. With only 24% of the country using social media in 2008; today, an estimated 81% of the U.S. population is currently using some form of social media. With such a large percentage of the population using these online media platforms in their daily lives, it becomes essential for the Department to take advantage of these marketing opportunities. Social media can be a useful and affordable tool to reach current and potentially new system users. Such platforms as Facebook, YouTube, Instagram, Snapchat and Twitter are extremely popular with not only today's youth but also young and middle -aged adults. As the Department and its offerings continue to grow, it will be crucial for staff to ensure key metrics are being tracked and monitored on an annual basis and this Program Assessment will assist the Department in doing so. Below are some overall significant takeaways that were identified throughout the Program Assessment Analysis: Roanoke has identified the following as Core Program Areas: • ATHLETICS • Adult Sports Leagues • Youth Sports Leagues • COMMUNITY RECREATION • Aquatics • Arts, Culture, and Personal Interest Programs • Fitness and Wellness • Trips and Tours • OUTDOOR RECREATION • Outdoor Adventure • Special Events • YOUTH DEVELOPMENT/ EXPERIENTIAL EDUCATION • After School Programming • Summer Camps • Age segment distribution is heavily catering to programming for Adult (18 -54), Seniors (55 +) and Families. Roanoke needs to ensure segments such as Preschool (5 and under) aren't being underserved. • Program Lifecycles: Currently, the program distribution amongst lifecycle stages is out of balance. Moving forward, Roanoke needs to make sure a pipeline of new programs continue to be developed and that programs are not held on to for too long. A concerted effort to rethink programs that are in decline can re- energize programs until new programs using the data in this program assessment can be created. • The current Program Classification breakdown is relatively favorable. The Department should utilize these classifications when setting and working towards Cost Recovery Goals. • From a Marketing and Promotions standpoint, Roanoke uses a variety of marketing methods when promoting their programs. Most common methods utilized are seasonal program guides (printed and online, but not mailed), the website, flyers and brochures, newsletter, signage, and verbal communication with staff, as well as social media platforms such as Facebook and Twitter. It is recommended that the staff keep its marketing mix consistent throughout all Core Program Areas. 29 pros - consulting ROANOKE CHIAf"FER EICiFIT— LF,VITS 0Y SF "RVIC F Level of Service (LOS) standards are guidelines that define service areas based on population that support investment decisions related to parks, facilities, and amenities. LOS standards can and will change over time as the program lifecycles change and demographics of a community change. The consulting team evaluated park facility standards using a combination of resources. These resources included market trends, demographic data, recreation activity participation rates, community and stakeholder input, NRPA data, the community online survey, statistically valid survey and general observations. This information allowed standards to be customized to Roanoke. It is important to note that these LOS standards should be viewed as a guide. The standards are to be coupled with conventional wisdom and judgment related to the particular situation and needs of the community. By applying these standards to the population of Roanoke, gaps or surpluses in park and facility types are revealed. According to the LOS, there are multiple needs to be met in the City to properly serve the community today and in the future. The existing level of service meets and exceeds best practices and recommended service levels for many items; however, there are several areas that do not meet recommended standards. Although Roanoke meets the standards for total park acres, there is a deficit for neighborhood and community park acreage. In the next fifteen years, the Department will need an additional 62 total park acres to meet the recommended standard. For outdoor amenities, Roanoke shows a shortage of shelters, dog parks, skateparks, outdoor pools, paved and natural trails. The largest deficit is in the area of indoor recreation space where, the city has a shortage of approximately 148,835 ft. of indoor recreation space. The standards that follow are based upon population figures for 2017, 2022, 2027, and 2032, the latest estimates available at the time of analysis. 30 Parks and Recreation Master Plan pros G..nSUitir Page Intentionally Lett Blank pros - Parks and Recreation Master Plan CHAPTER NINE: — EQUI -I'Y MAPPING Service area maps and standards assist management staff and key leadership in assessing where services are offered, how equitable the service distribution and delivery is across the City's service area and how effective the service is as it compares to the demographic densities. In addition, looking at guidelines with reference to population enables the City to assess gaps in services, where facilities are needed, or where an area is over saturated. This allows the City management to make appropriate capital improvement decisions based upon need for a system as a whole and the ramifications that may have on a specific area. The following list shows the service area maps that were developed for each of the major assets: • Parkland • Pocket Parks and Plazas • Neighborhood Parks • Community Parks • Regional Parks • Special Use Areas • Natural/ Preservation Areas • Trails • Paved Trails • Natural Trails • Outdoor Facilities • Shelters • Multipurpose Fields • Ball Diamonds • Basketball Courts • Tennis Courts • Playgrounds • Dog Parks • Skate Park • Outdoor Pools • Indoor Facilities o Recreation Centers (Sq. Ft.) The source for the population used for standard development is the estimated 2017 population and as reported by Environmental Systems Research Institute, Inc. (ESRI). The shaded areas in the Equity Maps indicate the service level (i.e., the population being served by that park type /amenity) as outlined in the previous section. The following are examples of equity maps for neighborhood parks, paved trails, tennis courts and recreation centers. Atl maps can be found in Appendix J. 33 pros - consulting 'I POANOKE Neighborhood Parks Recommended Standard of 1.5 Acres per 1,000 People N M Roanoke, Virginia Parks and Recreation Equity Maps 0 Roanoke 0: rm7 id Ft 0 Owner • City of Roanoke pros - 0 1/2 1 2 Miles consutting Local Road Major Road Highway Roanoke City Boundary Sources Fsii HERE Ganvir, U5(,S In 1e ap INCREMENT P NRCAn Fso �apa�) METI, EsnChIva (HonqKonq) EsnK nre�j Esn(Ttrnland) NGCC Dpei Shee(Map conMbunois and the GIs User Community 34 Parks and Recreation Master Plan 35 pros consulting ROANOKE 36 Parks and Recreation Master Plan 37 pros consulting .Addw 14 ROANOKF. CHAPTER TEN- PRIORITY RANKINGS The purpose of the Facility and Program Priority Rankings is to provide a prioritized list of facility/ amenity needs and recreation program needs for the community served by the City. The Consulting team evaluated both the quantitative and qualitative data of the citizen engagement process, facility assessments, demographics and trends as well as "Best Practices" in consultation with the city to provide the priority ranking of needs. Priority Needs for Facilities /Amenities 1. Paved Interior Park Walking Trails 2. Modern Aquatic Facilities 3. Modernized and Improved Recreation Centers 4. Improved Neighborhood and Community Parks 5. Indoor Walking and Running Tracks 6. Improved River and Stream Opportunities 7. Camping Facilities 8. Dog Parks 9. Natural Surface Trails for Hiking and Mountain Biking 38 1. Fitness and Wellness 2. Day Trips 3. Performing Arts 4. Nature Programs 5. Special Events 6. Paddle Sports 7. Outdoor Adventure 8. Before and After School 9. Adaptive 10. Teen and Young Adult Liam Parks and Recreation Master Plan 39 pros consulting ROANOKE CHAPTER FLEVEN - CAPITAL: IMPROVEMI NTS The City of Roanoke plans capital improvements over a five -year period with appropriations being made on an annual basis. This approach maintains flexibility in order to maximize efficiencies as the overall needs of the City change from year to year. Over the next ten years, this Plan recommends a combination of building new and modernizing existing parks, facilities and amenities. The recommendation herein provides a three - phased approach to address the Short Term, Mid Term and Long -Term Priorities as listed below. 0-5 Years Create Family Leisure Pool S-10 Years Modernize 1st Recreation Center Long Term Planning (Outside of 10 Year Master Plan Timeframe) Modernize 2nd Recreation Center Improve ADA Access within Parks Improve ADA Access within Parks Improve ADA Access within Parks Finish River's Edge Park North Finish "Bridge the Gap" Finish Tinker Creek Greenway Trails Improve Mountain Bike Facilities Upgrade Outdoor 50 Meter Pool Finish Roanoke River Greenway Trail East Enhance Blueway System Improve Neighborhood Walkability to Parks Improve Neighborhood Walkability to Parks Replace Antiquated Play Areas Enhance Blueway System Create Camping Facilities Finish Phase 11 Tinker Creek Greenway Trail Replace Antiquated Play Areas Replace Antiquated Play Areas Create Inner Park Paved Walking Trails Create Inner Park Paved Walking Trails Improve Small Community Centers Improve Small Community Centers Improve Mountain Bike Facilities Improve Mountain Bike Facilities Improve Dog Parks The following are the key investments listed in alphabetical order. Parks and Recreation facilities must comply with the Outdoor Recreation standards of the Americans with Disabilities Act (ADA). Roanoke has numerous areas of improvement throughout its park system; it is recommended that the City maintain its ADA transition plan per National Accreditation Standards whereas areas on non - compliance are addressed and corrected on a frequent and documented basis. As approved by City Council, the first phase of development includes two new premier athletic fields with redesigned and improved parking, lighting, and access. The second and last phase of development is planned to complete and finalize park development such that the overall area of Roanoke's now southern tip of Downtown, will be the most synergetic area of living, work, and play arguably in the region. With further public input to determine the final amenities for these improvements, it is anticipated that the park could be completed as early as fiscal year 2020. 40 Parks and Recreation Master Plan Continue to work towards a solution to fully develop the western gap in the trail for the City to connect with the City of Salem. Seek and apply for preferably non - matching state and federal grants for funds to finish the trails eastern edge near the Town of Vinton and Roanoke County. The engineering design on Phase II is underway with an expected opening in fiscal year 2022. Post Phase II development, the consulting team as well as Roanoke's regional partners encourages the City to continue to apply for grant funds for the final phase of the trail northward, connecting into the Carvins Cove Natural Reserve. Further information can be found in the 2018 Roanoke Valley Regional Greenways Plan. The City has two outdoor L- shaped pools that are more than forty years of age. Each pool has the same design whereas they were largely designed for outdoor competition with recently added minor family - friendly elements. It is recommended that the City upgrade and improve its aquatic facilities by a) developing a new indoor or outdoor family leisure facility, and b) upgrade an outdoor facility to be the region's premier outdoor 50 -meter competition venue. Continually coordinate and work with regional partners to expand the region's water trails. Focus upon both the Roanoke River and Tinker Creek for improved canoe and kayak access points, wayfinding, and trailheads. Across - the - board, walking remains the most preferred form of recreational and fitness activities at national, state, and local levels. While virtually free to anyone, it is most important to those immediate areas around one's home and to their neighborhood park. While Roanoke has made great strides in the development of their trails system, it is evident through all forms of engagement within this plan that there is a significant desire to create better and inclusive connections within each of the twenty -six neighborhoods. By working with regional partners, transportation staff, the City Engineer, and the Regional Planning Commission, Parks and Recreation staff should consider analyzing the best walkable routes within each neighborhood. 41 pros consulting 11 ROANOKE Roanoke's most recent recreation center is more than 50 years old, with the oldest being more than 100 years old. The findings of center space assessments of both Preston and Eureka Centers revealed that both facilities have inadequate recreational spaces and antiquated mechanical /structural systems in various states of disrepair and obsolescence. Coupled with the data illustrating that Roanoke has a severely low per square -foot of indoor recreational space per resident (per the Level of Service data), it is recommended that Roanoke upgrade and modernize their indoor recreational spaces, beginning with Preston and Eureka. These improvements would afford our youth and those young at- heart, the opportunity to participate in team sports, one -on- one play, classes, programs, activities, games, and community functions at all hours of the day. Improvements of this fashion would also spark and reenergize their respective neighborhoods such that these facilities would become the social center of the area, improve home values, and offer better and closer before- and after - school opportunities for our youth. In addition, these modernized facilities designed to current trends would lead to greater utilization and contribute positively to revenue generation and support greater financial sustainability overall. 42 Parks and Recreation Master Plan As one of the region's top tourism opportunities, continue to work with regional partners such as Pathfinder's for Greenways, the Roanoke Valley Greenway Commission, and local mountain biking and hiking organizations to develop, promote, and maintain a sustainable inter- connected system of natural surface trails. r t Typical manufactured play equipment has a life span of about 10 years dependent upon wear and the availability of replacement components. With more than sixty play areas to -date, it is suggested that the City annually plan for playground replacements within the capital budget so that a ten -year rotating replacement cycle is maintained. 43 pros - consulting ROANOKF_ CHAPTER TWELVE - FL) N1)ING AN 1) REVENUF STRATF,GIES The purpose of developing funding and revenue strategies is to help Roanoke Parks and Recreation staff prepare for the plan's implementation by identifying viable funding opportunities, including fees, charges, and partnerships, and to pursue and share examples from other agencies that may have been in a similar place. In order to continue to build and maintain a great park system, the following are some of the funding sources that are available and used by many other public agencies throughout the United States. New, sustainable funding sources are essential to implementing the needs assessment and action plan. The City has been good stewards of public dollars and has managed well with the revenues generated from taxes and user fees to support the system. The key for future growth is to diversify funding sources that will help support the development and sustenance of the initiatives recommended in this plan. The sources listed below have been selected in conjunction with staff based on their viability and the desire to pursue them further. These are meant to serve as recommendations and guidelines and do not commit the City or the Parks and Recreation staff to pursue them. In today's environment, it is important for residents to know that all opportunities are being looked at as part of a bigger funding strategy that includes multiple sources. Explore the following external funding strategies to diversify the funding sources of the park system. 44 Parks and Recreation Master Plan CORPORATE SPONSORSHIPS This revenue - funding source allows corporations to invest in the development or enhancement of new or existing facilities in park systems. Sponsorships are also highly used for programs and events. PARTNERSHIPS Partnerships are joint development funding sources or operational funding sources between two separate agencies, such as two government entities, a non - profit and a governmental entity, or a private business and a governmental entity. Two partners jointly develop revenue producing park and recreation facilities and share risk, operational costs, responsibilities and asset management, based on the strengths and weaknesses of each partner. FOUNDATIONS AND GIFTS These dollars are raised from tax - exempt, non - profit organizations established with private donations in promotion of specific causes, activities, or issues. They offer a variety of means to fund capital projects, including capital campaigns, gifts catalogs, fundraisers, endowments, sales of items, etc. PRIVATE DONATIONS Private Donations may also be received in the form of funds, land, facilities, recreation equipment, art or in -kind services. Donations from local and regional businesses as sponsors for events or facilities should be pursued. IRREVOCABLE REMAINDER TRUSTS These trusts are set up with individuals who typically have more than a million dollars in wealth. They will leave a portion of their wealth to the organization in a trust fund that allows the fund to grow over a period of time and then is available for the organization to use a portion of the interest to support specific park and recreation facilities or programs that are designated by the trustee. VOLUNTEERISM Volunteers are an indirect revenue source in that persons donate time to assist the organization in providing a product or service on an hourly basis. This reduces the organization's cost in providing the services such as recreation events, landscaping, painting, removing invasive species, and other needs where a volunteer's skill is matched with a Department need. It is also helpful to inform volunteers with operational details, as it builds advocates into the system. CROWD- FUNDING: It is the collection of funds to sustain an initiative from a large pool of backers —the "crowd " — usually made online by means of a web platform. The initiative could be a nonprofit campaign (e.g. to raise funds for a school or social service organization), a philanthropic campaign (e.g. for emergency funds for an ill person or to produce an emerging artist), a commercial campaign (e.g. to create and sell a new product) or a financing campaign for a public agency (capital projects or program /operations related e.g. printing costs for all marketing materials) Crowdfunding models involve a variety of participants. They include the people or organizations that propose the ideas and /or projects to be funded, and the crowd of people who support the proposals. Crowdfunding is then supported by an organization (the "platform ") which brings together the project initiator and the crowd. Given below are two examples of the most popular platforms that are currently out there. 45 pros consulting IIPPP- Capital Fees are added to the cost of revenue producing facilities such as golf courses, pools, recreation centers, hospitality centers and sports complexes and are lifted off after the improvement is paid off. This strategy is often used to help fund signature facilities such as recreations centers, aquatic centers, zoos and museums. FEES AND CHARGES The organization must position its fees and charges to be market - driven and based on both public and private facilities. The potential outcome of revenue generation is consistent with national trends relating to public park and recreation agencies, which generate an average 35% to 50% of operating expenditures. This could include program fees and daily fees for access to public owned facilities. TICKET SALES AND ADMISSIONS This revenue source is on accessing facilities for self - directed activities such as pools, ice skating rinks, ballparks and entertainment facilities. These user fees help off -set operational costs. PERMITS (SPECIAL USE PERMITS) These special permits allow individuals to use specific park property for financial gain. An example would be Great Parks of Hamilton County that either receive a set amount of money or a percentage of the gross service that is being provided by the company. RESERVATIONS This revenue source comes from reserving exclusive use of public property for a set amount of time. The reservation rates are usually set and apply to group picnic shelters, meeting rooms for weddings, reunions and outings or other types of facilities for special activities. EQUIPMENT RENTAL The revenue source is available on the rental of equipment such as tables, chairs, tents, stages, bicycles, roller blades, kayaks, boats etc. that are used for recreation purposes PARKS AND GREENWAYS FOUNDATIONS Parks and Greenways Foundations have been developing across the United States over the last several years to support matching monies for cities and counties. Foundations raise money for both capital improvements and operational costs. RECREATIONAL TRAILS PROGRAM This grant is for development of urban trail linkages, trail head and trailside facilities; maintenance of existing trails; restoration of trait areas damaged by usage; improving access for people with disabilities; acquisition of easements and property; development and construction of new trails; purchase and lease of recreational trail construction and maintenance equipment; environment and safety education programs related to trails. PARTNERSHIP ENHANCEMENT MONETARY GRANT PROGRAM Partnership Enhancement Monetary Grant Program, administered by the National Tree Trust. Matching grants are available on a 50 and 50 cost share basis. Funds are available for projects which promote public awareness in support of tree planting, maintenance, management, protection and cultivation of trees in rural, community and urban settings. These are small grants ranging from $500 to $20,000. 46 Parks and Recreation Master Plan PARKS AND RECREATION TRUST FUND The Parks and Recreation Trust Fund (PARTF) provides dollar - for - dollar matching grants to local governments for parks and recreational projects to serve the public. COMMUNITY FOREST AND OPEN SPACE PROGRAM: Federal Grant with Estimated Total Program Funding of $3,150,000. Individual grant applications may not exceed $400,000. The program pays up to 50% of the project costs and requires a 50% non - federal match. Eligible lands for grants funded under this program are private forests that are at least five acres in size, suitable to sustain natural vegetation and at least 75% forested. LAND AND WATER CONSERVATION FUND Preserve, develop and renovate outdoor recreation facilities. Focus is on America's Great Outdoors Initiative. New or renovation of pavilions, playgrounds or play areas, ball fields, bleachers, golf course meeting rooms, multi - purpose courts, parking facilities, pathways and trails, roads, signs, ski areas, snowmobile facilities and tennis courts. Federal Funds - Average Award is $70,000. CONGESTION MITIGATION AND AIR QUALITY PROGRAM -FUND This source is for transportation projects that improve air quality and reduce traffic congestion. Projects can include bicycle and pedestrian projects, trails, links to communities, bike rack facilities. Average grant size $50- $100,000. COMMUNITY FACILITIES GRANT AND LOAN PROGRAM -GRANT PROGRAM This source is established to assist communities with grant and loan funding for the expansion, renovation and or remodeling of former school facilities and or existing surplus government facilities that have an existing or future community use. Facilities may be space for community gatherings and functions, recreational athletic facilities for community members, particularly youth. These include space for non - for- profit offices, child care, community education, theater, senior centers, youth centers and after school programs. CFP match requirements for requests up to $250,000 are 10 -% eligible project costs. For requests over $250,000 to $1 million, the match is 15 %. AMERICAN HIKING SOCIETY Fund on a national basis for promoting and protecting foot trails and the hiking experience. THE HELEN R. BUCK FOUNDATION This foundation provides funding for playground equipment and recreational activities. DEUPREE FAMILY FOUNDATION: The Deupree Family Foundation provides grants for Recreation, parks/ playgrounds and children/ youth, on a national basis. This foundation supports: building /renovation, equipment, general/ operating support, program development and seed money. THE JOHN P. ELLBOGEN FOUNDATION Children /youth, services grants as well as support for capital campaigns, general /operating support and program development. VIRGINIA DEPARTMENT OF TRANSPORTATION SMART SCALE These grants are funded through the Federal Highway Administration for trails. 47 pros - consulting Iq ROANOKE ECONOMIC DEVELOPMENT GRANTS FOR PUBLIC WORKS AND DEVELOPMENT OF FACILITIES The U. S. Department of Commerce, Economic Development Administration (EDA), provides grants to states, counties and cities designated as redevelopment areas by EDA for public works projects that can include developing trails and greenway facilities. There is a 30% local match required, except in severely distressed areas where the federal contribution can reach 80 %. CATERING PERMITS AND SERVICES This is a license to allow caterers to work in the park system on a permit basis with a set fee or a percentage of food sales returning to the organization. Many parks and recreation agencies have their own preferred catering service for signature facilities and receive a percentage of dollars off the sale of their food. This can apply to food trucks for outdoor events as well. POURING RIGHTS Private soft drink companies that execute agreements with organizations for exclusive pouring rights within facilities that include vending machines. A portion of the gross sales goes back to the organization. The City of Westfield, IN just signed a 10 year, $2 million pouring rights deal at their sports complex with Pepsi. On a smaller scale, vending machine revenue within the parks can generate revenue. However, the vending companies may require the property owner to secure the machines on a nightly basis. CONCESSION MANAGEMENT Concession management is from retail sales of merchandise or rentals of recreational equipment. The organization either contracts for the service or receives a set amount of the gross percentage or the full revenue dollars that incorporates a profit after expenses. 48 Parks and Recreation Master Plan PRIVATE CONCESSIONAIRES This funding source is a contract with a private business to provide and operate desirable recreational activities financed, constructed and operated by the private sector, with additional compensation paid to the organization. NAMING RIGHTS Many cities and counties have turned to selling the naming rights for new buildings or renovation of existing buildings and parks for the development cost associated with the improvement. County of San Diego Parks and Recreation Department has a great naming rights program where individuals, business, and /or non - profit groups can have their name on variety of amenities ranging from ball fields, community gardens, playgrounds to multi -use trails. http: / /www.sdparks.org/ content / dam /sdc/ parks/ NamingRights /NamingRightOpportunitiesBoo klet.pdf GREENWAY UTILITY Greenway utilities are used to finance acquisition of greenways and development of the greenways by selling the development rights underground for the fiber optic types of businesses, such as phone companies or cable companies. ADVERTISING SALES This revenue source is for the sale of tasteful and appropriate advertising on park and recreation related items such as in an organization's print materials, on scoreboards, dasher boards and other visible products or services that are consumable or permanent and exposes the product or service to many people. INTERLOCAL AGREEMENTS Contractual relationships entered into between two or more local units of government or between a local unit of government and a non - profit organization for the joint usage and development of sports fields, regional parks, or other facilities. PROPERTY TAX Ad valorem taxes on real property collected by the City and distributed to municipal departments such as park and recreation for annual operations. HOTEL, MOTEL, AND RESTAURANT TAX Tax based on gross receipts from charges and meal services, which may be used to build and operate sports fields, regional parks, golf courses, tennis courts, and other special park and recreation facilities. SPECIAL IMPROVEMENT DISTRICT, BENEFIT DISTRICT Taxing districts established to provide funds for certain types of improvements that benefit a specific group of affected properties. Improvements may include landscaping, the erection of fountains, and acquisition of art, and supplemental services for improvement and promotion, including recreation and cultural enhancements. SALES TAX This existing revenue source has been very successful in funding the park system in Frisco, TX. This tax is very popular in high traffic tourism type cities and with county and state parks. 49 Pros - consulting ROANOKE- CITAPTERTHIRrT'EEN - STRATE(JC OPERATIONAL. RECOMMENI)ATIONS The consulting team and staff assimilated information from the various data sources and technical analysis to help identify overall priorities. Keeping in mind those priorities and through several iterative sessions between staff and the consulting team, the strategic action plan was developed. This is meant to be an action plan for staff to implement and evaluate on an on -going basis for key functional areas within the Department. The overall strategies are shown below while the action plan including tactics, performance metrics, timelines etc. are all in the action plan matrix for staff to implement. • Create Site Specific Master Plans for Each Park Type • Create Design and Maintenance Standards for All Park Types • Transfer Management of Spaces that Are Not Parks • Establish 30% Cost Recovery For Fees and Charges • Upgrade Parks and Facilities to ADA Standards • Create Deferred Capital Maintenance Funding Program • Create Maintenance Management Plans for all Facilities • Develop Operating and Maintenance Policies for Recreation Centers • Define, Design, and Operate Parks and Facilities as Intended • Establish Asset Replacement Program • Increase Front -Line Full Time Staffing to Appropriately Maintain the System • Implement a Single Facility Scheduling System for All Parks, Trails, Facilities • Update Security Deposits to Accurately Reflect True Costs • Enhance Enterprise Accounting Methods • Establish Sustainable Direction for Youth Athletics • Expand Upon Existing Position Classifications • Improve Partnerships That Align With Vision, Mission and Values • Increase Successful Programs and Eliminate Those That Are Not • Obtain Additional Inside Storage and Inventory Space • Obtain and Implement New Facility Reservation System • Add Staff to Manage Digital Systems and Enhance Television Presence • Evaluate Benefits of Hardcopy Marketing (PLAY) • Expand Marketing Plan from Macro to Micro level strategies • Determine Direct Value of Regional Marketing • Develop Local Business Networks • Grow Merchandise Sales • Implement An Education Campaign To Grow Awareness About Offerings • Improve Branding (Develop Unique Department Logo) Parks and Recreation Master Plan CHAPTER FOURTEEN - CONCLUSION The Roanoke community is one of the most passionate and supportive community for parks, recreation and trails /greenways that this consulting firm has seen and the high level of engagement in the community input process bears testimony to that. This Plan represents the culmination of a comprehensive planning process with extensive engagement and analysis across varied sources. It is meant to be a living document that conveys the community's needs and vision for the future coupled with trends and analysis that will help inform prioritized decision - making. The success of any such planning document is measured by its implementation. While Roanoke is renowned for its trails and greenway system and some outstanding natural assets including Mill Mountain and Carvins Cove, its recreation centers and pools have outlived their useful lives. This ultimately affects the overall recreation experience provided to the community and hinders the Department's ability to grow its overall financial sustainability in times of increasing competition among other public services. Taking into consideration that all of the identified needs cannot be achieved in a 10 -year timeframe, this plan provides a community- driven vision that identifies both short- and long -term strategies that will position Roanoke as a premier, best in class agency. For the Department to continue growing and building on its national accreditation while supporting the City's ability to be competitive on multiple quality of life and economic indicators, continuation of the status quo is not sustainable. Unlocking the staff's potential for creativity and innovation, emphasizing connectivity, and investing in upgrading and developing signature facilities would be the ideal combination to help realize the vision to "Be the Reason People Choose Roanoke." 51 pros - consulting R.OANOKE. APPENDIX A — I)FMOGRAPHICS Demographic data used for the analysis was obtained from U.S. Census Bureau and from Environmental Systems Research Institute, Inc. (ESRI), the largest research and development organization dedicated to Geographical Information Systems (GIS) and specializing in population projections and market trends. All data was acquired in March 2018 and reflects actual numbers as reported in the 2010 Census and estimates for 2017 and 2022 as obtained by ESRI. Straight line linear regression was utilized for 2027 and 2032 projections. The City boundaries shown below were utilized for the demographic analysis. r� Salem Vinton Roanoke a" 3km 2mi 52 Parks and Recreation Master Plan RACE AND ETHNICITY DEFINITIONS The minimum categories for data on race and ethnicity for Federal statistics, program administrative reporting, and civil rights compliance reporting are defined as below. The Census 2010 data on race are not directly comparable with data from the 2000 Census and earlier censuses; therefore, caution must be used when interpreting changes in the racial composition of the US population over time. The latest (Census 2010) definitions and nomenclature are used within this analysis. • American Indian - This includes a person having origins in any of the original peoples of North and South America (including Central America), and who maintains tribal affiliation or community attachment • Asian - This includes a person having origins in any of the original peoples of the Far East, Southeast Asia, or the Indian subcontinent including, for example, Cambodia, China, India, Japan, Korea, Malaysia, Pakistan, the Philippine Islands, Thailand, and Vietnam • Black - This includes a person having origins in any of the black racial groups of Africa • Native Hawaiian or Other Pacific Islander - This includes a person having origins in any of the original peoples of Hawaii, Guam, Samoa, or other Pacific Islands • White - This includes a person having origins in any of the original peoples of Europe, the Middle East, or North Africa • Hispanic or Latino - This is an ethnic distinction, a subset of a race as defined by the Federal Government; this includes a person of Mexican, Puerto Rican, Cuban, South or Central American, or other Spanish culture or origin, regardless of race Please Note: The Census Bureau defines Race as a person's self- identification with one or more of the following social groups: White, Black or African American, Asian, American Indian and Alaska Native, Native Hawaiian and Other Pacific Islander, some other race, or a combination of these. While Ethnicity is defined as whether a person is of Hispanic /Latino origin or not. For this reason, the Hispanic /Latino ethnicity is viewed separate from race throughout this demographic analysis. 53 pros - consulting ROANOKE. POPULATION The City's population experienced slight growth rate of 4.00% from 2010 to 2017 (0.57% per year), which is below the national growth rate of 0.87% annually over the same period. Currently, the population is estimated at 100,823 individuals living within 43,807 households. Projecting ahead, the total population and total number of households are both expected to continue growing over the next 15 years, but at a slower rate than years past. Based on 2032 predictions, the City is expected to have 109,228 residents living within 46,571 households. Total Households / Avg Annual Growth 50,000 w' ^ a3 Rn7 44,829 45,676 5,000 0 46,571 2022 2027 2032 — Average Annual Growth ( %) 54 Parks and Recreation Master Plan AGE SEGMENT Evaluating the City by age segments, the population is aging rather quickly, with a median age of 39.5 years old which is well above the US median age of 38.2 years. Assessing the population as a whole, the City is projected to continue its current aging trend. By 2032, the older generations in ages 55+ will possess 36% of the population. This is largely due to the increased life expectancies and the remainder of the Baby Boomer generation shifting into the senior age groups. Due to the continued growth of the older age segments, it is useful to further segment the "Senior" population beyond the traditional 55+ designation. Within the field of parks and recreation, there are two commonly used ways to partition this age segment. One is to simply segment by age: 55 -64, 65 -74, and 75 +. However, as these age segments are engaged in programming, the variability of health and wellness can be a more relevant factor. For example, a 55- year -old may be struggling with rheumatoid arthritis and need different recreational opportunities than a healthy 65 -year old who is running marathons once a year. Therefore, it may be more useful to divide this age segment into "Active," "Low - Impact," and /or "Social" Seniors. 55 pros - consulting ROANOKE RACE Analyzing race, the service area's current population is moderately diverse. The 2017 estimate shows that 62% of the population falls into the White Alone category, while the Black Alone category (29 %) represents the largest minority. The racial diversification of the City is similar to the national population, which is approximately 70% White Alone. The predictions for 2032 expect the population continue to diversifying with the White Alone population is projected to decrease ( -6 %) while the Asian and remaining minority categories will experience a slight increase. Population by Race ■ White Alone Black Alone ■ American Indian a Asian ■ Pacific Islander Some Other Race ■ Two or More Races 2010 2017 2022 2025 2032 The City of Roanoke 56 Parks and Recreation Master Plan ETHNICITY The City's population was also assessed based on Hispanic /Latino ethnicity, which by the Census Bureau definition is viewed independently from race. It is important to note that individuals who are Hispanic /Latino in ethnicity can also identify with any of the racial categories from above. Based on the 2010 Census, those of Hispanic /Latino origin represent under 7% of the service area's current population, which is lower than the national average (18% Hispanic/ Latino). The Hispanic /Latino population is expected to continue growing over the next 15 years, increasing to 9% of the City's total population by 2032. 57 pros consulting ROANOKE HOUSEHOLD INCOME The City's per capita income ($23,036) and median household income ($37,464) are both currently below the national averages ($30,820 and $56,124). As seen in below, both per capita income and median household income are expected to continue growing over the next 15 years. COMPARATIVE INCOME INCOME CHARACTERISTICS CHARACTERISTICS Per Capita Income Median Household Income Ln .1386"'. ao N � N -fi s- �• i Ln 5 2 A `. R* � M � M 3 ' N 4/} M 'r' M . �} N/� ..... , & *t' 2 2017 2022 2027 2032 JEVII ROANOKE VIRGINIA U.S.A. 58 INCOME CHARACTERISTICS Per Capita Income Median Household Income .1386"'. -fi s- �• i 5 2 A a� `,.. & *t' 2017 2022 2027 2032 58 Parks and Recreation Master Plan APPENDIX B — RECREATION TRENDS ANAINSIS The Trends Analysis provides an understanding of national, regional, and local recreational trends. This analysis examines participation trends, activity levels, and programming trends. It is important to note that all trends are based on current and /or historical patterns and participation rates. METHODOLOGY The Sports and Fitness Industry Association's (SFIA) Sports, Fitness and Recreational Activities Topline Participation Report 2018 was utilized in evaluating the following trends: • National Trends in Sport and Fitness Participation • Core vs. Casual Participation • Activity by Generation The study is based on findings from surveys carried out in 2017 and the beginning of 2018 by the Physical Activity Council, resulting in a total of 30,999 online interviews (individual and household surveys). A sample size of 30,999 completed interviews is considered by SFIA to result in a high degree of statistical accuracy. A sport with a participation rate of five percent has a confidence interval of +/- 0.27 percentage points at a 95% confidence interval. Using a weighting technique, survey results are applied to the total U.S. population figure of 298,325,103 people (ages six and older). The purpose of the report is to establish levels of activity and identify key participatory trends in recreation across the U.S. CORE VS. CASUAL PARTICIPATION In addition to overall participation rates, SFIA further categorizes active participants as either core or casual participants based on frequency. Core participants have higher participatory frequency than casual participants. The thresholds that define casual versus core participation may vary based on the nature of each individual activity. For instance, core participants engage in most fitness and recreational activities more than 50 times per year, while for sports, the threshold for core participation is typically 13 times per year. In a given activity, core participants are more committed and tend to be less likely to switch to other activities or become inactive (engage in no physical activity) than causal participants. This may also explain why activities with more core participants tend to experience less pattern shifts in participation rates than those with larger groups of casual participants. In recent years, the percent of core participants has decreased in nearly every sport /activity as casual participation continues to become more common among today's generation. This is expected to be a result of several factors including time restraints, financial barriers, and the introduction of new activities. All of these factors are contributing to participants trying out new activities and casually participating in a wide variety of sports and recreation endeavors versus the former trend of dedicating all of one's time and finance to one (or two) activities. INACTIVITY RATES /ACTIVITY LEVEL TRENDS SFIA also categorizes participation rates by intensity, dividing activity levels into five categories based on the caloric implication (i.e., high calorie burning, low /med calorie burning, or inactive) and the frequency of participation (i.e., 1 -50 times, 50 -150 times, or above) for a given activity. Participation rates are expressed as 'super active' or 'active to a healthy level' (high calorie burning, 151+ times), 'active' (high calorie burning, 50 -150 times), 'casual' (high calorie burning, 1 -50 times), 'low /med calorie burning', and 'inactive'. These participation rates are then assessed based on the total population trend over the last five years, as well as breaking down these rates by generation. 59 pros - consulting ROANOKE NATIONAL TRENDS IN GENERAL SPORTS The sports most heavily participated in the United States were Golf (23.8 million in 2016) and Basketball (23.4 million), which have participation figures well in excess of the other activities within the general sports category. The popularity of Golf and Basketball can be attributed to the ability to compete with relatively small number of participants. Even though Golf has experienced a recent decrease in participation, it still continues to benefit from its wide age segment appeal and is considered a life -long sport. Basketball's success can be attributed to the limited amount of equipment needed to participate and the limited space requirements necessary, which make basketball the only traditional sport that can be played at the majority of American dwellings as a drive -way pickup game. Since 2012, Rugby and other niche sports, like Boxing, Lacrosse, and Roller Hockey have seen strong growth. Rugby has emerged as the overall fastest growing sport, as it has seen participation levels rise by 82.8% over the last five years. Based on the five -year trend, Boxing for Competition (42.6 %), Lacrosse (35.1 %), and Roller Hockey (34.2 %) have also experienced significant growth. In the most recent year, the fastest growing sports were Boxing for Competition (13.1 %) and Pickleball (11.3 %). During the last five years, the sports that are most rapidly declining include Ultimate Frisbee (- 39.1 %), Touch Football (- 22.8 %), Tackle Football (- 16.0 %), and Racquetball (- 13.4 %). For the most recent year, Ultimate Frisbee (- 14.9 %), Badminton (- 12.6 %), Gymnastics (- 10.7 %), and Volleyball- Sand /Beach ( -9.9 %) experienced the largest declines. In general, the most recent year shares a similar pattern with the five -year trends. This suggests that the increasing participation rates in certain activities have yet to peak in sports like Rugby, Lacrosse, Field Hockey, and Competitive Boxing. However, some sports that increased rapidly over the past five years have experienced recent decreases in participation, including Squash, Ice Hockey, Roller Hockey and Volleyball- Sand /Beach. The reversal of the five -year trends in these sports may be due to a relatively low user base (ranging from 1 -5 million) and could suggest that participation in these activities may have peaked. CORE VS. CASUAL TRENDS IN GENERAL SPORTS The most popular sports, such as Basketball and Baseball, have a larger core participant base (engaged 13+ times annually) than casual participant base (engaged at least 1 time annually). Less mainstream, less organized sports such as Ultimate Frisbee, Roller Hockey, Squash, and Boxing for Competition have larger casual participation. Although these sports increased in participation over the last five years, the newcomers were mostly casual participants that may be more inclined to switch to other sports or fitness activities, resulting in the declining one -year trends. 60 Parks and Recreation Master Plan Activity Participation Levels % Change 2012 2016 2017 5 -Year Trend 1 -Year Trend Golf * (2011, 2015, and 2016 data) 25,682 24,120 23,815 -7.3% -1.3% Basketball 23,708 22,343 23,401 -1.3% 4.7% Tennis 17,020 18,079 17,683 1d -2.2% Baseball 12,976 14,760 15,642 20.5% '` -6.0% Soccer (Outdoor) 12,944 11,932 11,924 -7.9% -0.1% Softball (Slow Pitch) 7,411 7,690 7,283 -1.7% -5.3% Football, Flag 5,865 6,173 6,551 11.7% 6.1% Badminton 7,278 7,354 6,430 -11.7% -12.6% Volleyball (Court) 6,384 6,216 6,317 -1.0% 1.6% Football, Touch 7,295 5,686 5,629 -22.8% -1.0% Soccer (Indoor) 4,617 5,117 5,399 16.9% 5.5% Football, Tackle 6,220 5,481 5,224 -16.0910 -4.7% Volleyball (Sand /Beach) 4,505 5,489 4,947 9.8% -9.9% Gymnastics 5,115 5,381 4,805 -6.1% -10.7% Track and Field 4,257 4,116 4,161 -2.3% 1.1% Cheerleading 3,244 4,029 3,816 17.6916 -5.3% Racquetball 4,070 3,579 3,526 -13.0o' -1.5% Pickleball N/A 2,815 3,132 N/A 11.3% Ultimate Frisbee 5,131 3,673 3,126 -14.9% Ice Hockey 2,363 2,697 2,544 7.71Y. -5.7% Softball (Fast Pitch) 2,624 2,467 2,309 -12.0% -6.4% Lacrosse 1,607 2,090 2,171 3.9% Wrestling 1,922 1,922 1,896 -1.4% -1.4% Roller Hockey 1,367 1,929 1,834 -4.9% Rugby 887 1,550 1,621 4.6% Field Hockey 1,237 1,512 1,596 5.6% Squash 1,290 1,549 1,492 15.7% -3.7% Boxing for Competition 959 1,210 1 1,368 13.1% NOTE: Participation figures are in 000's for the US population ages 6 and over Moderate Legend: Increase (0%to 25 %) 1 Moderate Decrease (0 %to -25 %) *2017 information not available for Golf. Information to be released by National Golf Foundation. Participation figures above reflect 2011, 2015, and 2016 data. 61 pros consulting ROANOKE NATIONAL TRENDS IN GENERAL FITNESS Overall, national participatory trends in fitness have experienced strong growth in recent years. Many of these activities have become popular due to an increased interest among Americans to improve their health and enhance quality of life by engaging in an active lifestyle. These activities also have very few barriers to entry, which provides a variety of options that are relatively inexpensive to participate in and can be performed by most individuals. The most popular fitness activity, by far, is Fitness Walking, which had about 110.8 million participants in 2017, increasing 2.7% from the previous year. Other leading fitness activities based on total number of participants include Treadmill (52.9 million), Free Weights (52.2 million), Running /Jogging (50.7 million), Weight/ Resistance Machines (36.2 million), and Stationary Cycling (36.0 million). Over the last five years, the activities growing most rapidly are Non - Traditional /Off -Road Triathlons (74.7 %), Trail Running (57.6 %), and Aerobics (32.7 %). Over the same time frame, the activities that have undergone the most decline include: Boot Camps Style Cross Training (- 11.3 %), Stretching (- 7.5 %), and Weight/ Resistance Machines (- 6.9 %). In the last year, activities with the largest gains in participation were Triathlon Non - Traditional /Off Road (10.1 %), Running /Jogging (7.1 %), and Trail Running (6.6 %). From 2016 -2017, the activities that had the most decline in participation were Traditional/ Road Triathlon (- 8.9 %), Cardio Kickboxing (- 3.0 %), and Calisthenics /Bodyweight Exercise (- 2.6 %). CORE VS. CASUAL TRENDS IN GENERAL FITNESS It should be noted that many of the activities that are rapidly growing have a relatively low user base, which allows for more drastic shifts in terms of percentage, especially for five -year trends. Increasing casual participants may also explain the rapid growth in some activities. For instance, core /casual participation trends showed that over the last five years, casual participants increased drastically in Non - Traditional/ Off Road (119.6 %) and Tai Chi (26.9 %), while the core participant base of both activities experienced significantly less growth. 62 Parks and Recreation Master Plan Activity Participation Levels % Change 2012 2016 2017 5 -Year Trend 1 -Year Trend Fitness Walking 114,029 107,895 110,805 -2.8% 2.7% Treadmill 50,839 51,872 52,966 4.2% 11% Free Weights (Dumbbells /Hand Weights) N/A 51,513 52,217 N/A 1.4% Running /Jogging 51,450 47,384 50,770 -1.3% 7.1% Weight /Resistant Machines 38,999 35,768 36,291 -6.9% 15% Stationary Cycling (Recumbent /Upright) 35,987 36,118 36,035 0.1% -0.2% Stretching 35,873 33,771 33,195 -7.5% -1.7% Elliptical Motion Trainer* 28,560 32,218 32,283 13.0% 0,2% Free Weights (Barbells) 26,688 26,473 27,444 2.8%` 3.7% Yoga 23,253 1 26,268 27,354 17.6% 4.1% Calisthenics /Bodyweight Exercise N/A 25,110 24,454 N/A -2.6% Choreographed Exercise N/A 21,839 22,616 N/A 3.6% Aerobics (High Impact) 16,178 21,390 21,476 0.4% Stair Climbing Machine 12,979 15,079 14,948 15.2% -0.9% Cross - Training Style Workout N/A 1 12,914 13,622 N/A 5.5% Stationary Cycling (Group) 8,477 8,937 9,409 110% 5.3% Trail Running 5,806 8,582 9,149 6.6% Pilates Training 8,519 8,893 9,047 6.29'0 1.7% Cardio Kickboxing 6,725 6,899 6,693 -0.5% -3.0% Boot Camp Style Cross - Training 7,496 6,583 6,651 -11.3% 1.0% Martial Arts 5,075 5,745 5,838 15.0% 1.6% Boxing for Fitness 4,831 5,175 5,157 6.7% -0.3% Tai Chi 3,203 3,706 3,787 18.2% 2.2% Barre N/A 3,329 3,436 N/A 3.2% Triathlon (Traditional /Road) 1,789 2,374 2,162 20.$% -8.9% Triathlon (Non - Traditional /Off Road) 1,075 1,705 1,878 10.1% NOTE: Participation figures are in 000's for the US population ages 6 and over Moderate I Legend: Increase (0 %to 25 %) Moderate Decrease (0 % to -250' ) :ardio Cross Trainer is merged to Elliptical Motion Trainer 63 pros consulting RO ANOKE NATIONAL TRENDS IN OUTDOOR RECREATION Results from the SFIA report demonstrate a contrast of growth and decline in participation regarding outdoor/ adventure recreation activities. Much like the general fitness activities, these activities encourage an active lifestyle, can be performed individually or within a group, and are not as limited by time constraints. In 2017, the most popular activities, in terms of total participants, from the outdoor/ adventure recreation category include: Day Hiking (44.9 million), Road Bicycling (38.8 million), Freshwater Fishing (38.3 million), and Camping within 1/4 mile of Vehicle /Home (26.2 million). From 2012 -2017, BMX Bicycling (83.4 %), Adventure Racing (56.3 %), Backpacking Overnight (38.3 %), and Day Hiking (30.1 %) have undergone the largest increases in participation. Similarly, in the last year, activities growing most rapidly include: BMX Bicycling (10.0 %), Backpacking Overnight (8.1 %), and Day Hiking (6.6 %). The five -year trend shows activities declining most rapidly were In -Line Roller Skating (- 20.7 %), Camping within '/a mile of Home /Vehicle (- 16.5 %), and Birdwatching (- 9.2 %). More recently, activities experiencing the largest declines were Adventure Racing (- 15.7 %), Traditional Climbing (- 9.4%), and In- Line Roller Skating (- 2.1 %). CORE VS. CASUAL TRENDS IN OUTDOOR RECREATION National participation trends for outdoor activities is on the rise; however, In -Line Roller Skating and Freshwater Fishing only experienced increases in casual participation over the last five years. Any decline in participation over the last five years was mainly ascribed to decreases in core participants for activities such as In -Line Roller Skating (- 32.6 %), Skateboarding (- 10.7 %), Road Bicycling (- 10.4 %), Camping Recreational Vehicle (- 10.0 %), and Archery (- 3.2 %). iol Activity Participation Levels % Change 2012 2016 2017 5-YearTrend 1 -Year Trend Hiking (Day) 34,519 42,128 44,900 6.6% Bicycling (Road) 39,790 38,365 38,866 -2.3% 1.39to Fishing (Freshwater) 39,002 38,121 38,346 -1.7% 0.6% Camping (< 1/4 Mile of Vehicle /Home) 31,454 26,467 26,262 -16.5% -0.8% Camping (Recreational Vehicle) 15,903 15,855 16,159 1.6% 1.9% Fishing (Saltwater) 12,000 12,266 ,062 8.9% 6.5% Birdwatching ( >1/4 mile of Vehicle /Home) 13,535 11,589 ,296 -9.2% 6.1% Backpacking Overnight 7,933 10,151 ,975 k8,609 8.1% Bicycling (Mountain) 7,265 8,615 18.59' -0.1% Archery 7,173 7,903 769 8.3% -1.7% Fishing (Fly) 5,848 6,456 791 16.1% 5.2% Skateboarding 6,227 6,442 6,382 2.5% -0.9% Roller Skating, In -Line 6,647 5,381 5,268 -20.7% -2.1% Bicycling (BMX) 1,861 3,104 3,413 10.0% Adventure Racing 1,618 2,999 2,529 -15.7% Climbing ( Traditional /Ice /Mountaineering) 2,189 2,790 2,527 15.4% -9.4% NOTE: Participation figures are in 000's forthe US population ages 6 and over ` M oderate EModerao Legend: *WNW$ Decrease I (0%to 25%) (0%,. .25% 64 Parks and Recreation Master Plan NATIONAL TRENDS IN AQUATIC ACTIVITY Swimming is unquestionably a lifetime sport, which is most likely why it has experienced such strong participation growth among the American population. In 2017, Fitness Swimming is the absolute leader in overall participation (27.1 million) for aquatic activities, due in large part to its broad, multigenerational appeal. In the most recent year, Fitness Swimming reported the strongest growth (2.0 %) among aquatic activities, while Aquatic Exercise and Competitive Swimming experienced decreases in participation. Aquatic Exercise has had a strong participation base of 10.4 million, however it also has recently experienced a slight decrease in participants (- 1.1 %). Based on previous trends, this activity could rebound in terms of participation due largely to ongoing research that demonstrates the activity's great therapeutic benefit coupled with increased life expectancies and a booming senior population. Aquatic Exercise has paved the way as a less stressful form of physical activity, while allowing similar benefits as land -based exercises, such as aerobic fitness, resistance training, flexibility, and balance. Doctors are still recommending Aquatic Exercise for injury rehabilitation, mature patients, and patients with bone or joint problems. Compared to a standard workout, Aquatic Exercise can significantly reduce stress placed on weight- bearing joints, bones, and muscles, while also reducing swelling. CORE VS. CASUAL TRENDS IN AQUATIC ACTIVITY While all activities have undergone increases in participation over the last five years, most recently, casual participation (1 -49 times) is increasing much more rapidly than core participation (50+ times). For the five -year timeframe, casual participants of Competition Swimming increased by 56.2 %, Aquatic Exercise by 24.8 %, and Fitness Swimming by 21.0 %. However, core participants of Competition Swimming decreased by -6.5% and Aquatic Exercise declined by -4.6% (from 2012 to 2017). 65 pros consulting Participation Levels % Change Activity 2012 2016 2017 5-Year Trend 1 -Year Trend Swimming (Fitness) 23,216 26,601 27,135 16.9% 2.0% Aquatic Exercise 9,177 10,575 10,459 14.0% -1.1% Swimming (Competition) 2,502 1 3,369 1 3,007 20.2% 1 -10.7% NOTE: Participation figures are in 000's for the US population ages 6 and over Moderate Moderate Legend: = Increase Decrease (0 %to 25 1/6) (0 %to -25 °/) CORE VS. CASUAL TRENDS IN AQUATIC ACTIVITY While all activities have undergone increases in participation over the last five years, most recently, casual participation (1 -49 times) is increasing much more rapidly than core participation (50+ times). For the five -year timeframe, casual participants of Competition Swimming increased by 56.2 %, Aquatic Exercise by 24.8 %, and Fitness Swimming by 21.0 %. However, core participants of Competition Swimming decreased by -6.5% and Aquatic Exercise declined by -4.6% (from 2012 to 2017). 65 pros consulting ROANOKE_ NATIONAL TRENDS IN WATER SPORTS /ACTIVITIES The most popular water sports/ activities based on total participants in 2017 were Recreational Kayaking (10.5 million), Canoeing (9.2 million), and Snorkeling (8.3 million). It should be noted that water activity participation tends to vary based on regional, seasonal, and environmental factors. A region with more water access and a warmer climate is more likely to have a higher participation rate in water activities than a region that has long winter seasons or limited water access. Therefore, when assessing trends in water sports and activities, it is important to understand that fluctuations may be the result of environmental barriers which can greatly influence water activity participation. Over the last five years, Stand -Up Paddling (138.9 %) was by far the fastest growing water activity, followed by White Water Kayaking (33.1 %), Recreational Kayaking (28.7 %), and Sea /Tour Kayaking (20.8 %). Although the five -year trends show water sport activities are getting more popular, the most recent year shows a different trend. From 2016 -2017 Stand -Up Paddling Recreational Kayaking reflect much slower increases in participation (3.3% and 5.2 %), while White Water Kayaking (- 2.0 %), Sea /Tour Kayaking ( -5.4 %) both show decreases in participation numbers. From 2012 -2017, activities declining most rapidly were Jet Skiing (- 22.6 %), Water Skiing (- 19.4 %), and Wakeboarding (- 10.8 %). In the most recent year, activities experiencing the greatest declines in participation included: Boardsai ling /Windsurfing (- 9.4 %), Canoeing (- 8.2 %), and Scuba Diving (- 7.6 %). CORE VS. CASUAL TRENDS IN WATER SPORTS /ACTIVITIES As mentioned previously, regional, seasonal, and environmental limiting factors may influence the participation rate of water sport and activities. These factors may also explain why all water -based activities have more casual participants than core participants, since frequencies of activities may be constrained by uncontrollable factors. 66 4� Participation Levels %Change Activity 2012 2016 2017 5- YearTrend 1 -Year Trend Kayaking (Recreational) 8,187 10,017 10,533 5.2% Canoeing 9,813 10,046 9,220 -6.0% -8.2% Snorkeling 8,664 8,717 8,384 -3.2% -3.8% Jet Skiing 6,996 5,783 5,418 -22.6% -6.3% Sailing 3,841 4,095 3,974 3.5% -3.0% Water Skiing 4,434 3,700 3,572 -19.4% -3.5% Rafting 3,756 3,428 3,479 -7.4% 1.5% Stand -Up Paddling 1,392 3,220 3,325 3.3% Wakeboarding 3,368 2,912 3,005 -10.85% 3.2% Kayaking (Sea /Touring) 2,446 3,124 2,955 20.8% -5.4% Scuba Diving 2,781 3,111 2,874 .3.3% -7.6% Surfing 2,545 2,793 2,680 5.3% -4.0% Kayaking (White Water) 1,878 2,552 2,500 -2.0% Boardsailing /Windsurfing 1,372 1,737 1,573 14.7% -9.4% NOTE: Participation figures are in 000's for the US population ages 6and over Moderete Moderate Legend: Increase Decrease (M025%) (0 %to -25%) CORE VS. CASUAL TRENDS IN WATER SPORTS /ACTIVITIES As mentioned previously, regional, seasonal, and environmental limiting factors may influence the participation rate of water sport and activities. These factors may also explain why all water -based activities have more casual participants than core participants, since frequencies of activities may be constrained by uncontrollable factors. 66 Parks and Recreation Master Plan ACTIVITY BY GENERATION Analyzing participation by age for recreational activities reveals that fitness and outdoor sports were the most common activities across all generations. Breaking down activity level by generation shows a converse correlation between age and healthy activity rates. Generation Z (born 2000 +) were the most active, with only 17.6% identifying as inactive. Approximately 65% of individuals within this generation where active in 2017; with 26.3% being active to a healthy level, 18.5% being active and high calorie, and 20.1% being casual active and low /med calorie. Almost half (46.7 %) of millennials (born 1980 -1999) were active to a healthy level (35.4 %) or active and high calorie (11.3 %), while 24.0% claimed they were inactive. Even though this inactive rate is much higher than Generation Z's (17.6 %), it is still below the national inactive rate (28 %). Generation X (born 1965 -1979) has the second highest active to a healthy level rate (35.0 %) among all generations, only being 0.4% less than Millennials. At the same time, they also have the second highest inactive rate, with 28.1% not active at all. The Boomers (born 1945 -1964) were the least active generation, with an inactive rate of 33.3 %. This age group tends to participate in less intensive activities. Approximately 34% claimed to engage in casual and low /med calorie (4.3 %) or low /med calorie (29.6 %) burning activities. ®Active to a Healthy Level Q Inactive 2017 PARTICIPATION RATES BY GENERATION US population, Ages 6+ ® Active & High Calorie Casual ft Low /Med Calorie ® Low /Med Calorie Generation Z (2000 +) Generation X (1965 -1979) Millennials (1980 -1999) The Boomers (1945 -1964) "Times per year: Casual (1 -50), Active (51 -150), Active to Healthy Level (151 +) 67 pros - consulting .44W I ROANOKE NATIONAL AND REGIONAL PROGRAMMING TRENDS PROGRAMS OFFERED BY PARK AND RECREATION AGENCIES (MID- ATLANTIC REGION) National Recreation and Park Association's ( "NRPA's ") Agency Performance Review 2017 summarizes key findings from NRPA Park Metrics, which is a benchmark tool that compares the management and planning of operating resources and capital facilities of park and recreation agencies. The report contains data from 925 park and recreation agencies across the U.S. as reported between 2014 and 2016. No MW Ad=& The report shows that typical agencies (i.e. those at f the median values) offer 175 programs annually, with Hawn; ma the r,c&w more than 50% of those programs offered as fee -based events. Based on information reported to the NRPA, the top five programming activities most frequently offered by park and recreation agencies, both in the U.S. and regionally, are described in the table below. A complete comparison of regional and national programs offered by agencies can be found below. The U.S. and Mid - Atlantic agencies comprise of 5 of the top most offered program areas. The agency offerings' data was similar to the national averages as well. The popular programs included Team sports, Fitness enhancement classes, Themed special events, Social Recreation Events, and Health and Wellness Education, along with Trips and Tours showing the same offering percentage as Health and Wellness Education. U.S. (% of agencies offering) • Team sports (86 %) • Fitness enhancement classes (80 %) • Health and wellness education (80 %) • Themed special events (72 %) • Social recreation events (70 %) 68 Mid - Atlantic (% of agencies offering) • Team Sports (81 %) • Fitness Enhancement Classes (79 %) • Themed Special Events (77 %) • Social Recreation Events (75 %) • Health and Wellness Education (73 %) • Trips and Tours (73 %) Parks and Recreation Master Plan In general, Mid - Atlantic park and recreation agencies offer programs at a higher rate than the national average. In addition to the top offered programs, Mid - Atlantic agencies offer programs such as trips and tours, individual sports, and racquet sports at a higher rate than the average agency in the U.S. Core Program Areas Offered by Parks and Recreation Agencies (Percent of Agencies) U.S. 9 Mid - Atlantic Team sports E6% si% Fitness enhancement classes 90% 79% Health and wellness education ao% 73% Themed special events 77% Social recreation events 70% 75% Safety training 69% 65% Aquatics 66% 67% Trips and tours 65% 73% Martial arts 6z% as% Natural and cultural history activities 47% so% Golf 43% so% 69 pros consulting WAF-01 -I ROANOKE- TARGETED PROGRAMS FOR CHILDREN, SENIORS, AND PEOPLE WITH DISABILITIES To better understand targeted programs by age segment, the NRPA also tracks program offerings that cater to children, seniors, and people with disabilities, on a national and regional basis. Based on information reported to the NRPA, the top three activities that target children, seniors, and /or people with disabilities most frequently offered by park and recreation agencies are described in the table below. A complete comparison of regional and national programs offered by agencies can be found below. U.S. (% of agencies offering) • Summer Camp (83 %) Mid - Atlantic (% of agencies offering) • Summer Camp (90 %) • Senior Programs (76 %) • Senior Programs (70 %) i • Teen Programs (62 %) • Teen programs (61 %) Agencies in the Mid - Atlantic tend to offer targeted programs at a lower rate than the national average agency, except for Summer camps, Preschool and Full Daycare. Core Program Areas Targeting Children, Seniors, and /or People with Disabilities (Percent of Agencies) U.S. w Mid - Atlantic Programs for people with dis ab Cities aa?= After school programs ,t 99 3 Preschool 39% Before school programs v'" Full daycare isa 70 Parks and Recreation Master Plan The following charts show sport and leisure market potential data for the City's service area, as provided by ESRI. A Market Potential Index (MPI) measures the probable demand for a product or service within the City. The MPI shows the likelihood that an adult resident of the target area will participate in certain activities when compared to the U.S. national average. The national average is 100; therefore, numbers below 100 would represent lower than average participation rates, and numbers above 100 would represent higher than average participation rates. The service area is compared to the national average in four (4) categories - general sports, fitness, outdoor activity, and commercial recreation. Overall, the City demonstrates below average market potential index (MPI) numbers; this is particularly noticeable when analyzing the fitness and outdoor activities. Nearly every activity within these categories has below average MPI scores ( <100). Analyzing MPI for general sports, shows around half of the activities have above average MPI scores. These overall low MPI scores show the City's residents may be forcing barriers to participating in many recreational activities, such as limited access to parks, facilities and programs or lower income earning capabilities of the population served. Analyzing MPI scores for recreational activities can be particularly insightful when the City is developing new programs or making capital investments, as a strong tool to estimate resident attendance and participation. As seen in the charts below, the following sport and leisure trends are most prevalent for residents within the City. The activities are listed in descending order, from highest to lowest MPI score. High index numbers (100 +) are significant because they demonstrate that there is a greater potential that residents within the service area will actively participate in offerings provided by the City. GENERAL SPORTS MARKET POTENTIAL When analyzing the general sports MPI chart, Softball (107 MPI), Baseball (106 MPI), Basketball (104 MPI) and Volleyball (104 MPI) are the most popular activities amongst City of Roanoke residents when compared to the national average. 71 pros - consulting General Sports MPI ff-- J Roanoke MPI National Average 120 n 100 ' ffj � 80 I L l4{ 0 W, 60 i 40 I i II i 20 j I { i Softball Baseball Basketball Volleyball Football Tennis Soccer Golf 71 pros - consulting ROE \NOKE. FITNESS MARKET POTENTIAL When analyzing the fitness MPI chart, Aerobics (97 MPI), Pilates (96 MPI), and Walking for Exercise (95 MPI) are the most popular activities amongst the City's residents when compared to the national average. Fitness MPI Roanoke MPI — National Average 105 100 —.^^--°-----°,^- n m w m m 95 N N O� 41 � T O y, 90 a � m 85 so 7s Aerobics Pilates Walkingfor Yoga Zumba Swimming Weight Jogging/ exercise Lifting Running OUTDOOR ACTIVITY MARKET POTENTIAL When analyzing the outdoor activity MPI chart, Backpacking (102 MPI), Canoeing/ Kayaking (99 MPI), and Mountain Biking (97 MPI) are the most popular activities amongst the City's residents when compared to the national average. 72 Outdoor Activity MPI =Roanoke MPI ---- National Average 120 N O .ti m 100 N a+ I � 80 EEE k ( I N � pp 60 � k � I 40 I 20 o f l E Backpacking Canoeing/ Bicycling Fishing Bicycling Fishing Hiking Boating Horseback Kayaking (mountain) (freshwater) (road) (saRwater) (power) Riding 72 Parks and Recreation Master Plan Below are some potential implications for the City based on the Trends Analysis utilizing both local and national recreational trends. First, with Softball, Baseball, Basketball, and Volleyball being heavily participated in nationally as well as locally, it is essential that the City continues offering these activities for youth and adult residents. Second, the City should look at increasing connectivity and access to more adventurous activities regarding the outdoors. With Backpacking (102 MPI), Canoeing/ Kayaking (99 MPI), Bicycling - mountain (97 MPI) Fishing - fresh water (96 MPI) and Bicycling - road (95 MPI), it is essential for the City to provide residents with ample opportunities and programs for outdoor activities. With roughly 56% of outdoor activities showing scores from mid -to -high 90s, it's possible for participation to increase with more focus on the restructure and exposure of those particular activities. Finally, it is observed that health and fitness activities have low participation in the City. It is advised The City continues offering these fitness opportunities. Furthermore, it is recommended that the City perform program assessments and re -visit enrollment costs to boost participation. Based on the market research, the City has a diverse population compared to the national average, with large representation of Black Alone residents. In addition to the increase in diversity, the age segment distribution reflects an aging trend, as the senior population is expected to increase over the next 15 years. It's important to continue to evaluate programs and services to ensure that participation rates reflect the expected demographic shifts of the service area. The City's population also demonstrates limited earning capabilities, as income per capita and median household income are well below state and national levels. This is important to consider in assessing program offerings, as local residents may be more sensitive to increases in pricing and costs associated with participating. It may be necessary to provide additional low -cost recreational opportunities, appropriate levels of subsidy, and options for financial assistance to ensure all residents have access to recreational programs. From a national perspective many recreational activities related to sports, fitness, and outdoor/ adventure are experiencing increased participation rates. When surveying parks and recreation agencies from the Mid - Atlantic region, program offerings for trips and tours, individual sports, and racquet sports are more prevalent than the national average. Assessing the local market potential (MPI) for recreational activities, City residents are expected to participate less frequently than the national level for most activities. Only a few activities were slightly above average for sports, such as softball, baseball, basketball, and volleyball; while fitness and outdoor/ adventure activities were consistently below expected national participation rates. Low MPI rates for the City could be attributed to factors related to the limited earning capabilities of residents, availability /accessibility of parks and facilities, and /or other involvement barriers. It will be important to identify the most influential barriers to participation and develop effective strategies for increasing participation in recreational pursuits among residents in the future. 73 pros - consulting 11 ROANOKE APPENDIX C - BENCHMARK The table below lists each benchmark agency in the study, arranged by population size served, and reveals key characteristics of each jurisdiction. The overview also indicates which agencies that have achieved CAPRA accreditation or are a Gold Medal agency along with the year won. Roanoke represents the second highest population (99,830) and has the third highest population density (2,347 residents per sq. mi.). Agency State Jurisdiction Population Size Population Gold Medal CAPRA Bellevue Parks and Community Services 2,248 1,348 60% 24.0 James City County Parks and Recreation Department WA 139,400 33.40 4,174 No Yes Roanoke Parks and Recreation VA 99,830 42.53 2,347 No Yes Roanoke County Parks and Recreation VA 93,735 251.30 373 No No Asheville Parks and Recreation NC 91,000 44.93 2,025 Yes (2002) No Bend Park and Recreation District OR 88,138 42.08 2,094 Yes (2006) Yes James City County Parks and Recreation VA 74,404 142.00 524 Yes (2012) Yes The following table provides a general overview of each system's park acreage. Roanoke has the highest total acres owned or managed (13,903). Assessing level of service for park acres, Roanoke ranks first with 139.3 acres of parkland per 1,000 residents, which is exceptional and is above NRPA's upper quartile for all agencies with 16.6 acres per 1,000 residents. This exceptionally high level of service is largely driven by the high amount of non - maintained acres (natural areas) found at Carvins Cove Natural Reserve. I Agency Roanoke Parks and Recreation Bend Park and Recreation District Total Population Owned Managed 99,830 88,138 Acres or 13,903 3,035 Total Developed Acres 1,360 1,972 Percentage of Total Developed Acres 10% 65% Acres per 1,000 Residents 139.3 34.4 Roanoke County Parks and Recreation 93,735 2,248 1,348 60% 24.0 James City County Parks and Recreation 74,404 1,592 424 27% 21.4 Bellevue Parks and Community Services Department 139,400 2,800 2,230 80% 20.1 Asheville Parks and Recreation 91,000 926 871 94% 10.2 NRPA Median 9.6 Acres per 1,000 Residents NRPA Lower Quartile 4.6 Acres per 1,000 Residents NRPA Upper Quartile 16.6 Acres per 1,000 74 Parks and Recreation Master Plan By comparing total trail mileage to the population of the service area, the level of service provided to the community can be determined, which is expressed as trail miles for every 1,000 residents. As seen below, Roanoke is among the best in class agencies nationwide with the highest total trail mileage per capita (0.91 miles per 1,000) among benchmark agencies. Benchmark agencies, as a whole, are providing high levels of service for trail mileage, as majority of benchmark agencies is above the national best practice of 0.25 -0.5 miles of trail per 1,000 residents. Agency Roanoke Parks and Recreation Population Soft 99,830 Trail Miles Paved 70.5 Trail Total Miles 20.4 Trail Trail Miles 90.9 Miles per 1,000 Residents 0.91 Bend Park and Recreation District 88,138 49.1 20.9 70.0 0.79 Bellevue Parks and Community Services Department 139,400 - - 97.0 0.70 James City County Parks and Recreation 1 74,404 1 30.5 16.1 46.6 0.63 Roanoke County Parks and Recreation 93,735 35.3 3.2 1 38.5 0.41 Asheville Parks and Recreation 91,000 6.0 1 6.0 0.07 Best Practice Agencies 0.25 -0.5 Trail Miles per 1,000 Residents This section compares levels of staffing for each system by comparing full -time equivalents (FIFES) to total population. In order to provide a level comparison of staffing among benchmark agencies, total FTEs are calculated by summing all the hours worked by departmental staff and dividing the total by 2,080, which is traditionally accepted as equivalent to the total annual hours worked by one full -time employee. Total FTEs per 10,000 residents is a key performance metric that assesses how well each agency is equipped, in terms of human resources, to serve its jurisdiction. Among peer agencies, Roanoke is lowest among the other benchmark agencies. Agency Population Residents Roanoke County Parks and Recreation 93,735 300 32.0 Bend Park and Recreation District 88,138 243 27.6 Bellevue Parks and Community Services Department 139,400 222 15.9 James City County Parks and Recreation 74,404 111 15.0 Asheville Parks and Recreation 91,000 91 1 10.0 Roanoke Parks and Recreation 99,830 93 1 9.3 NRPA Median 7.3 FTEs per 10,000 Residents NRPA Lower Quartile 3.7 FTEs per 10,000 Residents NRPA Higher Quartile 14.9 FTEs per 10,000 Residents 75 pros - consulting ROANOKE Benchmark agencies reported a wide range of annual operating expenditures, from $31.2 million (Bellevue) to $5.9 million (James City County). Dividing the annual operational budget to the service area's population allows for a comparison of how much each agency is spending per resident. Roanoke is ranked the lowest among the benchmark agencies and slightly lower than the national median, for spending per resident. While a lower expense per resident can suggest some efficiencies in operation, it can also signal limited program offerings, lower maintenance standards or ability to maintain what currently exists and minimal opportunities to invest in growing programs, staffing or marketing efforts. Agency Bellevue Parks and Community Services Department Population 139,400 Total $ Operating Expense 31,259,588 Operating per Resident $ 224.24 Bend Park and Recreation District 88,138 $ 18,766,000 $ 212.92 Asheville Parks and Recreation 91,000 $ 10,267,618 $ 112.83 Roanoke County Parks and Recreation 93,735 $ 9,788,700 $ 104.43 James City County Parks and Recreation 74,404 $ 5,998,006 $ 80.61 Roanoke Parks and Recreation 99,830 $ 5,437,195 $ 54.46 Total Annual Operating Expenditures NRPA Median $3,501,000 NRPA Lower Quartile $1,202,000 NRPA Higher Quartile $9,446,000 Operating Expense per Resident NRPA Median $77.32 per Resident NRPA Lower Quartile $39.84 per Resident NRPA Higher Quartile $141.89 per Residents The following table is a breakdown of each peer agency's funding sources along with NRPA's average distribution of percentages. As seen, Roanoke has the highest percentage of general fund tax support of any agency (91 %) and is higher than the NRPA average (59 %). The remaining 8% comes from earned/ generated revenue and indicates an opportunity to explore other earned income and creative funding sources to help diversify funding and create greater financial sustainability. NRPA Average Distribution 59% 8% 26% 2% 76 1% 2% 3% General Fund Dedicated Earned / Other —1 Agency Tax Support Levies Generated Dedicated Sponsorships Grants Other Roanoke Parks and Recreation 91% 0% Revenue 8% Taxes 0% 0% 0% 0% Bend Park and Recreation District 0% 66% 32% 0% 0% 0% 0% James City County Parks and Recreation 40% 0% 60% 0% 0% 0% 0% Asheville Parks and Recreation 80% 0% 20% 0% 0% 0% 0% Roanoke County Parks and Recreation 51% 0% 49% 0% 0% 0% 0% Bellevue Parks and Community Services Department 69% 2% 29% 0% 0% 0% 0% NRPA Average Distribution 59% 8% 26% 2% 76 1% 2% 3% Parks and Recreation Master Plan By comparing each agency's annual non -tax revenue to the population, the annual revenue generated on a per resident basis can be determined. As seen below, there is a large discrepancy in revenue - generating capabilities among benchmark agencies. Roanoke falls at the bottom of the benchmark agencies for earned income generated per resident ($5.70); also, is lower than NRPA's lower quartile ($6.73). Roanoke is limited in its revenue generation, and a strong emphasis should be placed on increasing earned income for the Department. Agency Population Total Revenue Non-Tax Revenue per Resident Bend Park and Recreation District 88,138 $ 7,313,523 $ 82.98 Bellevue Parks and Community Services $ 55,625 $ 7,313,523 $ 18,766,000 39% Department 139,400 $ 9,159,063 $ 65.70 Roanoke County Parks and Recreation 93,735 $ 4,885,039 $ 52.12 James City County Parks and Recreation 74,404 $ 3,628,929 $ 48.77 Asheville Parks and Recreation 91,000 $ 2,038,554 $ 22.40 Roanoke Parks and Recreation 99,830 1 $ 569,250 $ 5.70 NRPA Median $19.04 per Resident NRPA Lower Quartile $6.73 per Resident NRPA Higher Quartile $51.51 per Residents Operational cost recovery is arrived at by dividing total non -tax revenue by total operating expense, and measures how well each department's revenue generation covers the total cost of operations. Roanoke has the lowest cost recovery rate with 10% and has the lowest median household income ($37,464). NRPA reports the median quartile for agencies at 29% and lower quartile at 14 %. This imbalance in revenues to expenses can be largely attributed to the significantly low level of revenue generation in comparison to the other benchmark agencies. In most agencies, programs and signature facilities help drive the operational revenue generation and, consequently, higher cost recovery e.g. Green Ridge Recreation Center in Roanoke County generates over 50% of their total non -tax revenues. Thus, the lack of facilities with revenue generating capabilities is a significant limiting factor to the city's ability to generate incremental revenue from their existing offerings. Agency James City County Parks and Recreation Median $ Household Income 80,226 Total Non-Tax Revenue $ 3,628,929 Total Operating Expense $ 5,998,006 Operational Recovery 61% Roanoke County Parks and Recreation $ 60,380 $ 4,885,039 $ 9,788,700 50% Bend Park and Recreation District $ 55,625 $ 7,313,523 $ 18,766,000 39% Bellevue Parks and Community Services Department $ 100,703 $ 9,159,063 $ 31,259,588 29% Asheville Parks and Recreation $ 44,946 $ 2,038,554 $ 10,267,618 20% Roanoke Parks and Recreation $ 37,464 $ 569,250 $ 5,437,195 10% NRPA Median 29% Cost Recovery NRPA Lower Quartile 14% Cost Recovery NRPA Higher Quartile 50% Cost Recovery 77 pros - consul ting RO)ANOKE, The following table shows the capital budget for years 2015, 2016, and 2017. Roanoke Parks and Recreation has the lowest reported forecasted CIP with $6.5 million followed closely by Asheville with $6.7 million. James City County did not report their forecasted capital budget. Agency Bend Park and Recreation District $ 2015 24,000,000 Budget 2016 $ 11,930,000 $ 2017 9,027,000 Capital Budget $ 86,065,000 Bellevue Parks and Community Services Department $ - $ - $ 8,420,000 $ 56,072,000 Roanoke County Parks and Recreation $ 1,160,000 $ 2,210,000 $ 5,110,000 $ 9,676,606 Asheville Parks and Recreation $ 1,450,000 $ 2,521,863 $ 2,770,528 $ 6,742,391 Roanoke Parks and Recreation $ 1,500,000 $ 1,500,000 $ 2,500,000 $ 6,500,000 James City County Parks and Recreation $ 582,000 $ 385,000 $ 250,000 $ - Assessing the available indoor community/ recreation center space among benchmark agencies, many of the peer agencies are providing at or above best practice level of service. By dividing the existing square footage by the total population, the amount of indoor space available per resident can be determined. Roanoke's 0.49 square feet per resident is lowest among the peer agencies and much lower than the accepted national best practice of 1.5 -2.0 sq. ft. of indoor space per resident. Best Practice Agencies 1.5 -2.0 Sq. Ft. per Resident Benchmark agencies were asked to provide an example of an innovative way in which their Department promotes or champions concerning social equity, health and wellness, and conservation. Only Roanoke, Bend, and Roanoke County provided information. The following are their examples: Roanoke Parks and Recreation A. Social Equity: 1) Partnership with Roanoke Outside Foundation to offer the GO Outside Festival to over 40k participants free of charge. B. Health and Wellness: 1) Partnership with the Virginia Department of Health with the MEND Program and working with the USDA Food Summer Food Service program providing over $200k 78 Parks and Recreation Master Plan worth of meals to the youth in our community.2) Partnered with Roanoke College study of childhood obesity and chronic disease risk zones per City School data. This data helps us prioritize areas for play that is more active, trails, and park amenities. C. Conservation: 1) Partners with Stormwater Division regarding property management of park parcels that lie within the floodway. 2) re- naturalize unprogrammed park areas such that we have native perennial wildflower management areas that are designed to improve conservation and sustainability. Bend Park and Recreation District A. Social Equity: BPRD has a needs -based assistance programming, offering discounted programming to underserved population. They also offer free community events programming such as 4th of July, Let's Picnic, Days of Play, Free Family nights, Discover Nature Days. In the summer alone BPRD hosts over 140 free activities and events. B. Health and Wellness: Health and Wellness fair, Free Fitness Weeks (offered 3x year), Kids on the Move - free afternoon childcare, Silver Sneakers and insurance supported older adult fitness programing for activity C. Conservation: Partnership with Upper Deschutes Watershed Council on Joint projects around river health and cleanup events. Strategic Energy Management which is a partnership with Energy Trust of Oregon to reduce energy consumption. Partnership with various other conservation groups: Oregon State University Master Gardeners, City of Bend Waterwise programs. Various Habitat management with Audubon Society and Oregon Department of Fish and Wildlife for bird boxes and geese relocation. District Natural Resources also works continuously on planting native species and eradicating noxious weeds. Roanoke County Parks and Recreation A. Social Equity: 1) Inclusion of foster care promotions within recreation guide, 2) charitable special event sponsorships like Hike for Hospice and Toys for Tots, 3) RecBucks program B. Health and Wellness: 1) Sports Marketing, 2) Spartan Kids Race sponsorship, 3) Rewards points for program participation, 4) Green Ridge Recreation Center wellness programming, 5) Brambleton Center wellness programming, 6) Development of greenways and trails C. Conservation: 1) Explore Park Adventure Plan - Special Places Inventory, 2) Partnership with Blue Ridge Parkway to provide National Park Service Ranger Programs at Explore Park, 3) Partners with Community Development - Stormwater Division regarding management or County -owned parcels that are in the floodway and floodplain, 4) Partners with Community Development to place stormwater conservation easements on County owned and /or managed lands, 5) Tree City USA Designation (20 year anniversary in 2018), 6) Serves on Roanoke Valley Urban Forestry Council, 7) Annual Arbor Day Plantings, 8) Environmental Education Programming At Camp Roanoke and Explore Park, 9) Hinchee Trail Project - Connection to Cravins 79 pros - consulting ROANO KE APPF.NI)IX 1) - FOCUS GIMUPS, STAKEHOI.I)ER INTERVIEWS, AND PUBLIC FORUM As a fundamental component of the planning process, the consultant team conducted a series of focus group and stakeholder interviews to develop a sound understanding of the parks system in Roanoke through the lens of the constituents served. Questions asked of participants pertain to perceived strengths, potential opportunities, and top priorities for the Department. The feedback received from community stakeholders is critical to the discovery phase of the process and many of the themes that emerge in these meetings help influence later recommendations of the Plan. Approximately 250+ individuals participated, representing a variety of interest, influence, and perspective within the city, including: • Elected officials • City departmental leaders • Key parks and recreation staff • Recreation Advisory Board • School District • Sports organizations • Chamber of Commerce • Local businesses • Strategic community partners • Community advocacy and development groups • Various user groups 80 Parks and Recreation Master Plan The following sections summarize interview feedback received from focus groups, stakeholders, and public forum participants based on inquiries related to strengths, opportunities, and top priorities for the system. The most frequently identified strength among interviewees were related to program offerings and the greenway network. Programming: The Department is perceived to deliver high- quality programming that is affordable and accessible. A wide variety of creative offerings contributes to the Department's capabilities in meeting/ exceeding the diverse needs of the community and providing programs with broad age - segment appeal. Interview participants suggested the Department provides top -notch programming in athletics, youth activities, special events, and outdoor/ adventure activities. Parks and Greenways: Many respondents also identified the parks, facilities, and greenways (linear parks) as strengths of the system. Interviews highlighted the quantity and variety of experiences available to residents, as well as the balance of natural settings and developed parkland. Park sites and facilities are perceived to be well- maintained and easily accessible. Residents especially value the connectivity and availability of trails and greenways throughout the city, although there is room for the system to be expanded and enhanced further. Trails: Those interviewed are also excited about the recent progress made in developing mountain biking trails and receiving designation from International Mountain Bicycling Association (IMBA). Park sites and facilities noted by interviewees as strengths of the system include: Mill Mountain, Carvins Cove, proximity to Blue Ridge Parkway, availability of high- quality rental facilities, and the new tennis courts at River's Edge Sports Complex. 81 Pros consulting ROANOKE Staff: The current staff of the Department was also identified as a strength. Interviewees suggest that parks employees are knowledgeable and passionate about their work, and the hospitality extended to users creates a welcoming, family- friendly environment. Other comments regarding staff point to the overall responsiveness and cooperation of the Department, as well as the resourcefulness and creativity of individual employees when interacting with users. Partnerships: The Department is also recognized in the community for its ability to engage in partnerships that add great value to the system. Over time, the Department has demonstrated that it can attract alternative sources of income and collaboration in program delivery from a variety of public and private partner organizations throughout the community. Of note, the park system has enhanced service delivery through solid working relationships with schools, alternative recreation providers in the area, sports organizations, and private entities. Marketing and Branding: Some interviewees added that the Department's marketing efforts and the branding ( "PLAY Roanoke ") are another strength of the system. Respondents suggested the Department has effective outreach and communication with residents, along with strong promotion of offerings. Participants also cited good use of marketing channels, such as PLAY Magazine, the Department's website (www. play roanoke.com), and various social media outlets. POTENTIAL OPPORTUNITIES Upgrades to Existing System: Interviewees identified upgrading and enhancing the current inventory of parks and facilities as the strongest opportunity for the Department. Many referred to a need to develop a large sports complex to help address a severe lack of quality athletic fields, limited availability of indoor gym space, and tennis courts that are deteriorating. Other suggestions for improving parks and facilities included: reopen Roanoke Mountain Campground /explore new camping opportunities; consolidate parklands and remove pocket parks; update the skate park; and develop Horton Park and River's Edge Sports Complex - North. Connectivity: Connectivity: Respondents identified a need for greater connectivity of both neighborhood and community park sites by developing a comprehensive strategy for expanding the existing trail system. It is important to note that this feedback is at a point in time and not reflective of the comprehensive regional greenway and trails plans (in final stages of development) which will address several of these connection issues. Amenity Updates: There is also sentiment that many park sites need amenity updates to make them more inviting to visitors, such as more parking, better ADA compliance, increased wayfinding and interpretive signage, and improvements to restroom facilities that are often deemed unsafe. Maintenance Management Standards: In addition to updates and upgrades to the system, many interviewees stressed the importance of developing maintenance management standards, evaluating amenity/ facility lifecycles, and understanding true costs for routine maintenance and upkeep of parkland and facilities for efficient planning in the future. Serving a Diverse Audience: Another frequent comment from focus group interviews is that the Department needs to increase the overall appeal of recreation programming to serve a more diverse audience. While the Department is providing quality programs for many residents currently, the current mix seems to lack opportunities for teens and young adults, as well as adaptive considerations for populations with disabilities. (Note: All opinions here are subjective and individual opinions. The Department does offer Therapeutic Recreation programs that are contracted through Roanoke County). The Department Interviewees also suggested there is a strong demand for additional programs that 82 Parks and Recreation Master Plan encourage active, healthy lifestyles and improve the overall quality of life in Roanoke, such as fitness programs, outdoor/ adventure recreation, and community events. Greater Staff Diversity and Incentives for Retention: Respondents also identified an opportunity to reduce staff turnover and right -size the current workforce. Much of the turnover is perceived to be attributed the lack of competitive wages and retention rates of part -time employees. Interviewees also indicated the limited diversity of the workforce and would like to see the Department aim to proactively seek to diversify staff to more accurately reflect the makeup of the local populace. Greater internal communication and seeking more input from staff in decision making was another suggestion for improving the current culture of the organization. Public /Private Partnerships: Interviewees suggested an opportunity exists for the Department to increase and enhance both public and private partnerships. By developing effective new partnerships and strengthening existing ones, the Department could potentially expand its programming mix and increase value for users. Seeking effective and equitable partnerships presents opportunities for higher quality programs and enhanced service delivery. Potential partners identified by interviewees as a focal point for the Department were: local schools, libraries, healthcare providers, the Western Virginia Water Authority, and Explore Park (i.e. Roanoke County Parks, Recreation and Tourism). Enhance Branding and Marketing: There were also some respondents that expressed a need for enhancing the Department's brand and developing a comprehensive marketing plan. In order to connect better with audiences, the Department should determine its `story' and develop effective strategies to train staff in spreading consistent and inspiring messaging of who we are and why we are important to the end users. In conclusion of the discussion on perceived strengths and opportunities for the system, those interviewed were asked to identify the top priority for the Department moving forward. In other words, `If there was one desired outcome, or change, for the Department over the next 5 -10 years, what would it be ?' Based on response rates and consultant evaluation of all interviews as context, the following represents the top five priorities for the Department, as identified in the interview process: • Increase funding for Parks and Recreation and explore additional funding sources to enhance financial sustainability. • Increase and enhance athletic facilities and address severe lack of quality sports fields and indoor recreation space. • Enhance connectivity of greenways and trails system to link park locations and neighborhoods, as well as create connections with other trail systems and communities. • Increase focus on developing the river as a recreational amenity and increase outdoor/ adventure opportunities. • Improve /enhance partnerships throughout the community to strengthen the system and greater advocacy and support from city leaders. 83 pros consulting RO iNOKF APPENDIX F - PUBLIC FORUM LIVE: POL,LI (" RESULTS This portion summarizes the results of the live polling conducted during the public forum sessions, which included 250+ individuals in total. Audiences were polled on park visitation, existing facility /amenity needs, potential future development, communication methods, and barriers to participation. The following charts express the consolidated results from all four public forums. It is important to note that this is non - scientific polling and simply a reflection of the responses of the visitors in the meeting at that time. Each participant was asked to select the top three recreation spaces the visit the most. The most frequently visited space was Greenways with 28% of total selections, followed by Mill Mountain Park (18 %) and Carvins Cove (16 %). The least visited spaces among respondents were Tennis Courts (2 %), Pools (2 %), and Picnic Areas (3 %). Most Visited Spaces Picnic Areas Pools Tennis Courts Recreation Centers 3y6 2% z% 6% Playgrounds " Greenways 6% 28% Sports Fields g% 84 Parks and Recreation Master Plan Each audience was then asked to select the three facilities/ amenities they want the City to provide more of for the community. The top facility/ amenity selected was Greenways /Trails with 25 %, followed by BMX /Skatepark (19 %) and Recreation Centers (15 %). Dog Park Sports Fields % X/ atepark 17W r� � Recreation Centers 15% Participants were also asked to select the top three new facilities/ amenities they would like the City to provide. The most desirable new facility/ amenity is Camping Space (19 %), followed closely by Indoor Recreation Space (17 %) and Skatepark (16 %). Facilities/ amenities receiving the least interest for new development were Virtual Gaming /eSports Areas (2 %), Playgrounds (6 %), Pools (6 %), and Sports Fields (6 %). 85 pros - consulting ROANOKE Public forum attendees were also asked to identify their top three preferred means of communication from the City. The most effective means of communication identified in the poll was Social Media (28 %), followed by E -mail Newsletter (22 %), and PlayRoanoke.com (19 %). Mediums that were least preferred were Postcards (2 %), Word Of Mouth (2 %), and Banners /Flyers (3 %). Preferred Means of Communication from the City Banners / Flyers Word of Mouth Postcards 3% 2% 2% Printed Material 5% � Radio Social Media 5% 9&I -too/ Text h Signs in Pa 7% Finally, each audience identified the top three barriers that prevent them from participating in the City's offerings. One out of four responses attribute a lack of participation to No Time (25 %), followed by Lack of Awareness (16 %) and Not Enough Choices (12 %). On a positive note, the least cited barriers to participation were Don't Feel Safe (4 %), Too Expensive (5 %), and Poor Access (5 %). 86 Parks and Recreation Master Plan APPENDIX F - LIVE GRAPHIC SKETCHING In addition, the consulting team also included a live graphic sketch artist at each of the four public meetings. This was critical in order to leverage the value of visual learning and help synthesize and highlight the big ideas of each meeting. It helped the audience see their input being captured in real - time, and made the content of each session understandable, memorable and shareable. These graphic boards are with the Parks and Recreation Department and kept in various places throughout the system as a constant visual reminder of the community's priorities and their vision for the future: the key tenets of this Plan and the values that the department staff lives by. MASTME�R PIAN * PLA /1/ OFF -.H/� � INPOF z p ��■■/`M' I-A W1TN Mll nllC �. �LR� CI ICI Ai UNi Glk PUMM SCHOOL �. ,,, Il'S TIME [OR N TO STAY EN6A6EU PARTNERtiNIPS P U A'T' £, ! 11 NEAR WITH US THRAOE,TI YDUM oFFERINUS �� TRDMYOU� olri T11F PROC.ESS� I (;11TMR LATi Ww1N. Playroanoilt.com /n,aS +erplavl�' -- BWEV+AY CREENWAY _ �- WREIC L MC �ARkr . J �S P11RI C " ()PEN IMIE I NQDGHEODR Op ALRDD H c>RR Y L R AMGE GRNWAYS r d STR�� ! 6REEMwAt�5 1 HIKING 4ERTES POGRAM CREATIVOY LoWPRT ICE DOCK WAT STAFF GeEENWAV5 YDDTA FR -%CAM VARIM KIPWYAE PARTNERSKIPS REC CENTERS .. GREENWAY f0AINTEAPACE+SI(,NAGE r ECON MICpiLY PRICED youTN PRObRMK SPDRTS FIELOStJ cA.tVINS COVE QUALITY EVENTS CRnii COU,AgORATtoN E t ,..✓ CODIµYNRY PARTILIPAIIOM 1 rAUITi PURrOSE TOVRNAMFNt REA INDOOR QE{, SPACE GREENWAY AM PASADDRi i;ti v u+MP GRDUNDS GRrEAWAY CONNECTIVITY FIELDS r SPORTS FIELDS PROLRELSIVE PLANNING'" MORE WATER FNINTAINS NON iRADRIONAI ... AND THEN GIVE US � ..__� BOSINESS PARTNE(tSHIPS I UPDMF OR 041LO NEW NEIGHgODRµ�,,;PWTS 1 _✓ __..f 1 AETERSCUML REL PROGRAMS PLAVGR:OM1% INDOoR REc SPACE AccE551e1LiTy, QPPOIP�TUIiiITIES DIVERSE REC " (gf eW PLAY 1 swlMMw,, Pori cRFDESIGN +RFDFFINE�,;. sketch effect / ` GNIQASTER PLAN MMUNITY INPUT w ��MEETING 0 WE WANT TD Roanoke 15 IIEAK. Povuum1NG 1 ' FROM YOU! DlY[Vck \ ± - _ �rnaslerpfan W.M. PI�rT c�'rokt.cDm ��fggaGNWRY OVr. o l M uN IN ROMIKE KC CENTER,�..I PAW GR NQ 9 . �_. f _ �.. -- -.. wAY5 see PAW TRAILS , W " Ilew ie °o ie114s... °O YIarA pros W C %)r�SUtl rnU 0Afu(>YI FUNDING CIEANrSAFE PAkv.,S ESINDOOR �AneN INTERLDNNECtEp S'KTEMS E GAP eEiwE� W SN ti � q►b Fi .� va \ °" 6'"�8eeu�G CDT NEI6NB►RlIa00 REG GTR RENO. OMMES ADA. AccESAkSkulY ��sFF'rr O° rra1E B1KEAeLE fAMRM1NIT( LOW WAVERW \OG6 SOGAL MEDIA PLAYGRouN(TS BLUE WAYS PoLkm PATROLS EfMIL REWOC NEIGNIEitc I- CeNNEfAoYA WEgc GREENWfEr(eNNEGSIOHS A1ALEilC FIELD REtlfr/Atad I TURF PROGRAMS Pugllc APSjMIRALPARKS CARVINS CWF- STRONGER POOL IND009- Aaiftl99cetch effect 87 pros consulting I ROANOKF _ MASTER PLAN DAtNRWAA SAFETY I+' 1 pros s COMMUNITY INPUT B£AU7AV ,NE � cGnSrtlt nl7 GREEN WAt 0 MEETING INCLWVITY D NO E 'PRESTON LARK - -� (,ENtEA O roVowNITV MTREACM Wi% LEON YCIUN6ER - TOP QRIOQriY WE WANT TO - ROanoke'S Populiilon .. .. Is (OOkana 9rowiruf? OPEN RDANOKE CAMPEI%UWO it eel INCREASED PARKS+ W FROM `(wa! . Middk. -Aqt dtRg9TAPMic REC. 8VD6ET� wvrvv- plavrwnOEeR04"Olasiuplan �� MORE *MENTION TA SEN10R5 Roanols is diverse. CARY�NS COVE DDUC SKATE PARK CUSTOM GREEN WA Y6 ,�. VISIBLE R \VER {N CDNCRETE- LNIN6 MGARVM�TC FORK w 2PLAY CARYINS COPE IIN A MEN ITIES V1510066 RIVER GREENWAYS GOEENWAY CONNECUVnY KC AwENCNPE PAM R�P�o©Ms , OPPORTUNR S SKATE P/ R1NCD .. ACCmQW FACILITIES PVBLIC ART . - NA SKATE PARK REC LENTERSIINomp S� �� � _131KE CoN "Y1P( MORE W ER : SENIOR AC71vmES Comm] . GREENWAYS RACES PUBLIC ART YoUTFI AcTIV1TIE'S oVTVtACN FESTIVALS PRW04V6 (yARIETY1 PLAYGROUNDS AQUATIC SPACE PARKS SNDWS AT AMPNITNEATER FASTOPIG PRL%FLVAnM Sketch effect% MAS E PLAN NITY INPUT v4 ME TING •n CRANUIN KVICAWD W,0 MEELAY BlWr �! w "` VVNDING W'Aro+.P6y"noke.Com�mr�sleryian 0 C� 13LUEWAY WE WANT TD POAsiom IS..- A�`' �Cd SKATE PARK H EAR GRov —, FROM You !. DIVEWA CREENVVIY - °' BGAVTIF UL ��,. : CONNFC71V1T'y .:�^ -..DO Vb U k KNOW Ct °@ O v ze Ord �REENWAy _.' I u>e w N mere , I poOAL U% ON IS AE Ay,, —, I MEDIA TOE'S ... vtn,o nits r ..__ WE OLL*wAV 1/1 € _ DOUNE VSER FRIENDLY RE61SIRA4104 TENMS (DURT RENOYATMN S D06 PARKS CAP,W 6RDVmK FRIENDLY STAFF GREWMAY PARK MAWTENA j t CLEA/NJNESS CLEAN ENERGY (PARK SOLAR VSV&R VAN TRANPORTAnON PRO6RAv1 YA.R1ETy R)W FoRESi + URBAN FORESTAY ' UPDOWD PLAYGROUNDS BIKE RENTAL ollm RACK FORESTAY WMN i FREE EVENTS... Go-FFST! CONCERTS ± RXVAft 'i EMWW Aou Iii/ All WkmtoW(1 ALCEUIBEE .. Mill b1OrNTAIFI AFFOR ff YfA bump Of WI S D vnRlc sketch effect/ 4 . 0A Noy I Pros s or+ �iif rnr 88 Parks and Recreation Master Plan APPENDIX G — I)ETAILED CITIZEN SURVEY ( Overall Use: Eighty -two percent (82 %) of households surveyed indicated they had visited City of Roanoke's parks and recreation facilities during the past year. The top three facilities that households have used or visited during the past year, were: paved trails /greenways, regional parks (Mill Mountain, River's Edge) and the Elmwood amphitheater. Respondents were asked to indicate which facilities they or members of their household visited the most often, in which the top three facilities rated, were: paved trails /greenways, neighborhood parks, and the Elmwood amphitheater. When asked to rate the level of maintenance of all park and recreation facilities/ parks; fifty -five percent (55 %) of respondents rated facilities/ parks as "good" and 29% rated facilities/ parks as "excellent ". Respondents were asked how often they and /or members of their household had used various recreation centers during the past 12 months, by percentage of respondents, twenty -three percent (23 %) use the Discovery Center and 15% use the Eureka Center. From the percentage of households that have used recreation centers, twenty -two percent (22 %) rated the overall quality of the recreation centers as "excellent" and 56% rated the overall quality as "good ". Overall Participation: Nineteen percent (19 %) of households surveyed indicated that they had participated in the City of Roanoke recreation programs during the past 12 months. Use: When asked how many different recreation programs or activities their household have participated in, 34% of respondents who had participated in a program within the past 12 months indicated they participated in at least one program, 56% participated in 2 -3 programs, and 10% participated in 4 -6 programs. Forty -four percent (44 %) of respondents indicated the reason they participate is because of the location of the program and /or facility, 35% indicated it was because their friends participate, and 32% indicated it was because of the times the program is offered. From the respondents who had participated in programs in the past 12 months were asked to rate the overall quality of programs. Thirty - one percent (31 %) of participants rated the overall quality of programs as "excellent" and 42% rated them as "good ". The top three programs respondents indicated that they had participated in the most often, were: special events (15 %), adult fitness and wellness programs (9 %), and canoeing, kayaking, and paddle sports (8 %). Respondents were asked from a list of 19 potential reasons to identify what prevents them from using parks, recreation facilities, and programs more often. The top three reasons residents indicated as what is preventing them from using parks and recreation facilities /programs, were: I do not know what is being offered (38 %), not enough time (28 %), and fees are too high (25 %). pros S consulting RO>>NOKE Facility Needs: Respondents were asked to identify if their household had a need for 27 recreation facilities and rate how well their needs for each were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the community that had the greatest "unmet" need for various facilities. The three recreation facilities with the highest percentage of households that indicated a need for the facility, were: paved walking trails (57 %), paved greenway trails (54 %), and small neighborhood parks (49 %). When ETC Institute analyzed the needs in the community, five facilities stood out as a need that affected more than 20,000 households. ETC Institute estimates a total of 9,012 of the 47, 331 households in the City of Roanoke have unmet needs for indoor swimming pools. The estimated number of households that have unmet needs for each of the 27 facilities that were assessed is shown in the table below. Q6. Estimated Number of Households Whose Needs for Facilities Are Being 50% Met or Less by number of households based on 47.331 households in the City of Roanoke Indoor swimming pools Outdoor adventure park Indoor walking & running tracks Walking trails (paved surface) Dog parks Small neighborhood parks (1 -10 acres) Natural areas /wildlife habitats Fishing areas Outdoor pools /water parks Camping facilities Kayak/canoe areas Large community parks (10 -100 acres) Recreation centers Large regional parks (250+ acres) Outdoor amphitheater Outdoor spray parks Playgrounds Mountain bike & hiking trails (natural surface) Paved greenway trails Indoor volleyball & basketball courts Outdoor sand volleyball courts Outdoor basketball courts Outdoor tennis courts Soccer /football /lacrosse fields Skateboard park Youth baseball & softball fields Adult softball fields 8,759 8,438 8,120 7,777 7,700; 7,605! 7,359 7,306 7,274 6,734 3 _] 5,736 5,312 5,271 5,252 5,130 5,073 fl 4,300 13,987 3,763 3,723 2,991 2,957 2,883 2 0 3,000 6,000 9,000 12,000 M50% Met o25% Met o0% Met 90 Parks and Recreation Master Plan Facility Importance: In addition to assessing the needs for each facility, ETC Institute also assessed the importance that residents placed on each facility. Based on the sum of respondents' top four choices, the three most important facilities to residents were: paved greenway trails (33 %), paved walking trails (27 %), and playgrounds (21 %). The percentage of residents who selected each facility as one of their top four choices is shown below. Q7. Facilities That Are Most Important to Households by percentage of respondents who selected the items as one of their top four choices Paved greenway trails Walking trails (paved surface) Playgrounds Small neighborhood parks (1 -10 acres) Mountain bike & hiking trails (natural surface) Dog parks Outdoor amphitheater Natural areas /wildlife habitats Indoor swimming pools Large community parks (10 -100 acres) Fishing areas Indoor walking & running tracks Recreation centers Large regional parks (250+ acres) Kayak /canoe areas Outdoor pools /water parks Camping facilities Outdoor tennis courts Outdoor spray parks Outdoor adventure park Outdoor basketball courts Adult softball fields Indoor volleyball & basketball courts Youth baseball & softball fields Soccer /football /lacrosse fields Skateboard park Outdoor sand volleyball courts Other 0% 10% 20% 30% 40% Most Important 02nd Most Important 03rd Most Important 04th Most Important 91 pros - consul ting 14 ROANOKE Priorities for Facility Investments: The Priority Investment Rating (PIR) was developed by ETC Institute to provide organizations with an objective tool for evaluating the priority that should be placed on Parks, Recreation and Forestry investments. The Priority Investment Rating (PIR) equally weights (1) the importance that residents place on facilities and (2) how many residents have unmet needs for the facility. Based the Priority Investment Rating (PIR), the following twelve facilities were rated as high priorities for investment: • Paved walking trails (PR =171) • Paved greenway trails PR =148) • Small neighborhood parks (PR =147) • Dog parks (PR =138) • Indoor swimming pools (PR =137) • Natural areas /wildlife habitats (PR= 123) • Indoor walking and running tracks (PR =122) • Playgrounds (PR =120) • Fishing areas (PR =114) • Outdoor adventure park (PR =110) • Mountain bike and hiking trails with natural surface (PR =109) • Outdoor pools /water parks (PR =105) The chart below shows the Priority Investment Rating for each of the 27 facilities /amenities that were assessed on the survey. Top Priorities for Investment for Recreation Facilities Based on the Priority Investment Rating Walking trails (paved surface) Paved greenway traits Small nerghborho(xd parks ( 1 10 acres) Dr)) parks Indoor swimming pools Natural areas wrkdide habitats Indoor walking $ running tracks Playgrounds F >shurg areas Outdoor adventure park Mountain bike & hiking trails (natural surface) Outdoor pools water parks Large community parks (10 100 ac res} Camping tacihtres Outdoor amphitheater Kayak canoe areas Recreation centers I arge regional parks +?`,0• acres) 1lu1door spray parks Indoor volleyball & basketball courts Outdoor basketball courts Outdoor tennis courts Outdoor sand volleyball courts Youth baseball & softball frekl5 Soccer football lacrosse fields Skateboard park Adrift softball fields SCLC :f ETC [nsritutc _..: 13 92 ?24 60 200 Parks and Recreation Master Plan Proerammin$ Needs. Respondents were also asked to identify if their household had a need for 21 recreational programs and rate how well their needs for each program were currently being met. Based on this analysis, ETC Institute was able to estimate the number of households in the community that had "unmet" needs for each program. The five programs with the highest percentage of households that had needs were: adult fitness and wellness programs (45 %), special events (33 %), nature programs (27 %), adult art, dance, performing arts (27 %), and canoeing, kayaking, paddle sports (27 %). ETC Institute estimates a total of 13,235 households out of the 47,331 households in the City of Roanoke have an unmet need for adult fitness and wellness programs. The estimated number of households that have unmet needs for each of the 21 programs that were assessed is shown in the chart below Q8. Estimated Number of Households Whose Needs for Programs Are Being 50% Met or Less by number of households based on 47,331 households in the City of Roanoke Adult fitness & wellness programs Adult day trips Nature programs Water fitness programs Adult art, dance, performing arts Outdoor adventure programs Special events Canoeing, kayaking, paddle sports Youth learn -to -swim programs After school programs Adaptive programs for disabled Youth summer camp programs Youth art, dance, performing arts Youth sports programs Teen & young adult programs Youth fitness & wellness programs Adult sports programs Pre - school programs Tennis lessons Before school programs Martial arts programs 13,235 i 8,871 8,269 s; 8,269 8,181 r ;' 17,740 �i 7,708 6,849 6,328 5,726 5,358 5,279 5,186 5,080 4,983 4,939 4,908 4,819 4,190 ;3,810 2,8134 0 4,000 8,000 12,000 16,000 X50% Met 025% Met DO% Met 93 pros consulting ROANOKE Program Importance. In addition to assessing the needs for each program, ETC Institute also assessed the importance that residents place on each program. Based on the sum of respondents' top four choices, the three most important programs to residents, were: adult fitness and wellness programs (30 %), special events (18 %), and adult day trips (17 %). The percentage of residents who selected each program as one of their top four choices is shown below. Q9. Programs That Are Most Important to Households by percentage of respondents who selected the items as one of their top four choices Adult fitness & wellness programs 30% Special events 18% Adult day trips:, 17% Nature programs =. 15% Adult art. dance, performing arts 14% Canoeing, kayaking, paddle sports a. 14% Outdoor adventure programs 11% After school programs 11% Water fitness programs 10% Youth learn -to -swim programs 9% Adaptive programs for disabled 8 °/0 Adult sports prog rams 8% Teen & young adult programs ° 8 %'� Youth summer camp programs '. 8% Youth sports programs 7%:: Pre - school programs 7% Youth art, dance, performing arts 4% Martial arts programs 4% Youth fitness & wellness programs 4% Before school programs 3% Tennis lessons 2% Other 2% 0% 10% 20% 30% 40% FmMost Important 2nd Most Important 3rd Most Important 114th Most Important 94 Parks and Recreation Master Plan Priorities for Proerammine Investments. Based the priority investment rating (PIR), the following five programs were rated as "high priorities" for investment: • Adult fitness and wellness programs (PR =200) • Adult day trips (PR =124) • Special events (PR =120) • Nature programs (PR =113) • Adult art, dance, performing arts (PR =110) The chart below shows the Priority Investment Rating (PIR) for each of the 21 programs that were rated. Top Priorities for Investment for Recreation Programs Based on the Priority Investment Rating Adult fitness & wellness programs Adull day trips Special events Nature programs Adult all dance performing atls Canoeing kayaking paddle sports Outdoor adventure programs Water illness programs After school programs Youth learn -to swim programs Adaptive programs for disabled Youth summer camp programs Adult sports programs Teen & young adult programs Youth sprnts programs Pre- school programs Youth art dance performing arts Youth tittles$ & wellness programs Tennis lessons Before school programs F,tartial arts programs Souwce HC fnsnnnc•'��13� 0 40 0 120 150 240 95 pros consulting ROANOKL The City of Roanoke asked its residents to rate their level of support of developing various facilities and /or amenities. The highest ratings of level of support of developing facilities /amenities, based upon the sum of "very supportive" and "somewhat supportive" responses, were: additional restrooms at existing parks (85 %), paved multi -use trails (83 %), and all - inclusive playgrounds for children (80 %). Residents were asked to choose the top four development actions they would be most willing to fund and based upon the sum of their top four choices, the top four actions, were: adding additional restrooms at existing parks (36 %), all - inclusive playgrounds for children (34 %), paved multi -use trails (32 %), and natural surface trails (31 %). The major actions with the highest level of support that could be taken to improve the parks and recreation system, based upon the sum of "very supportive" and "supportive" responses from residents, who had an opinion, were: upgrade existing neighborhood and community parks (83 %), upgrade existing trails (78 %), and acquire open space for passive activities (76 %). The top three major actions whom respondents indicated they would be most willing to fund, based on the sum of the top four choices, were: upgrade existing neighborhood and community parks (33 %), increase focus to develop river as recreational opportunities (23 %), and develop new and connect the existing trail system (22 %). Respondents were asked to rate their level of importance that Roanoke Parks and Recreation develop, design, and maintain management standards, in which, fifty -two percent (52 %) responded it is "very important ". Forty - percent (40 %) of respondents are "very supportive" of the City of Roanoke to actively seek effective and equitable partnerships. The top three programs, based on the sum of respondent's top four choices, that households currently participate in most often at City of Roanoke facilities, were: special events (15 %), adult fitness and wellness programs (9 %), and canoeing, kayaking, and paddle sports (8 %). The highest rated top four organizations that households use for Parks and Recreation programs, services, and facilities, were: churches (35 %), Virginia State parks (35 %), private or public schools (24 %), and City of Roanoke programs (24 %). Respondents were asked how they and /or their household learns about Parks and Recreation programs and activities; fifty -three percent (53 %) learn through friends and neighbors, 41% learn by social media, and 26% learn through the newspaper. Residents were asked to rate their satisfaction with the overall value they and their household receives from parks and recreation; eighteen percent (18 %) indicated they were "very satisfied" and 34% indicated they were "somewhat satisfied ". 96 Parks and Recreation Master Plan APPENDIX H — COMMUNITY ONLINE SURVEY As part of the community input process, PROS Consulting conducted an on -line survey (powered by SurveyMonkey) for a better understanding of the characteristics, preferences, and satisfaction levels of Roanoke residents in relation to facilities, amenities and recreation programs /services. The survey was StiNeyMOtlkEy available from June 11t through July 11 and received a total of 997 responses. The on -tine survey emulated the statistically -valid survey questions distributed by ETC. This allowed the citizens of Roanoke another opportunity to provide input even if they did not receive the statistically - valid survey. Ninety -five percent (95 %) of respondents have used have visited a Roanoke's Parks and Recreation facilities in the past year. Most visited facilities were paved trails /greenways (483 respondents), natural surface trails /greenways (262 respondents), Carvins Cove (245 respondents), regional parks: Mill Mountain, River's Edge (243 respondents), and Elmwood Amphitheater (209 respondents). POOST VISITED FACILITIES _f, C) a I0 S,i: Cr `v3 THL- ;'���I �t p �.z ;�.� �I` � �lyi 1st Choice 2nd Choice 3rd Choice Paved trails /greenways = - =_ Natural Surface trail s/gre enways " - 262 Carvins Cove 245 Regional parks: Mill Mtn., River's Edge 243 Elmwood amphitheater 209 Playgrounds 177 Neighborhood park s 137 Kayak /canoe areas -- 98 Football /lacrosse /soccer fields 79 Skateboard park 73 Community park 68 Dog parks 61 Fishing areas 47 Regional parks - 36 Youth baseball and softball fields 32 Outdoor pools 26 Adult softball fields 22 Other 19 Outdoor tennis courts 16 Indoor fitness and exercise facilities 15 Recreation centers (e.g. Eureka, Preston) 15 Outdoor basketball courts 9 Indoor basketball /volleyball courts 6 0 100 200 300 97 d00 483 500 600 pros consulting AddW ROANOKE Sixty -one percent (61 %) of respondents have participated in a recreation program offered by Roanoke Parks and Recreation Department. Of those who have participated in a recreation program, 86% participate in 1 to 3 programs. Ninety -four percent (94 %) of respondents who participated in programs rated the quality of programs as either good or excellent. 98 Parks and Recreation Master Plan Top three facility /amenity that respondents have a need for are paved greenway trails (93 %), walking trails - paved surface (84 %), and mountain bike and hiking traits - natural surface (83 %). • you have a need for this facility or Paved greenway trails Op 93% y No 7% Walking trails (paved surface) 84% 16% Mountain bike and hiking trails (natural surface) 83% 17% Natural areas /wildlife habitats 4 78% y 22% Outdoor amphitheater 76% 24% Large community parks (10 -100 acres) 76% ey+ 24% Kayak /Canoe areas 74% 26% Small neighborhood parks (1 -10 acres) 74% 26% Large regional parks 73% 27% Outdoor adventure park 61% 39% Camping facilities 60% 40% Playgrounds = 52% 48% Dog parks 48% 52% Recreation centers 48% 52% Fishing areas 43% 57% Outdoor pools /water parks 42% 58% Indoor walking and running tracks 39% 61% Indoor swimming pools 38% 62% Skateboard park 36% 64% Soccer /Football /Lacrosse fields 35% 65% Outdoor spray parks ale 32% 68% Outdoor tennis courts eja 26% 74% Youth baseball and softball fields 22% 78% Outdoor basketball courts 22% 78% Adult softball fields 19% 81% Indoor volleyball and basketball courts 18% O� 82% Outdoor sand volleyball courts as 14% 86% 99 pros - consulting I ROANOKE. The top facilities most important to respondents are paved greenway trails (315 respondents), mountain bike and hiking trails - natural surface (292 respondents), kayak /canoe areas (157 respondents). TOP FACILITY IMPORTANCE (BY NUMBER OF RESPONDENTS WHO SELECTED THE ITEMS AS ONE OF THEIR TOP FOUR CHOICES) 1st Choice r 2nd Choice 3rd Choice 4th Choice Paved greenway trails "S#.th.: ..sde *�:, 315 Mountain bike and hiking trails (natural surface) g'S°:'cri'tkgd ' -' ^i•- 292 Kayak /Canoe areas frAVA1110r, ...,, 157 Walking trails (paved surface) ' >'«.: 151 Natural areas /wildlife habitats •: ?: -... 139 Camping facilities 118 Skateboard park s, 102 Large community parks (10 -100 acres) W4 ..,,'1. 99 Playgrounds =;r;v 97 Dog parks ""rf 87 Small neighborhood parks (1 -10 acres) 79 Outdoor adventure park a 77 Outdoor amphitheater f& -t -, 76 Fishing areas ftixw.w 64 Soccer /Football /Lacrosse fields Oft 60 Large regional parks 57 Indoor walking and running tracks .. 48 Indoor swimming pools g. 38 Outdoor pools /water parks t!.,: 36 Recreation centers 32 Youth baseball and softball fields 26 Outdoor spray parlor # 24 Adult softball fields 18 Other 17 Outdoor tennis courts t 17 Outdoor basketball courts 6 Indoor volleyball and basketball courts 5 Outdoor sand volleyball courts 4 100 Parks and Recreation Master Plan Top three recreation programs that respondents have a need for are canoeing, kayaking, paddle sports (67 %), outdoor adventure programs (55 %), and special events (53 %). Do you have a need for this recreation Canoeing, kayaking, paddle sports program? Ot Yes 67% y No 33% Outdoor adventure programs 55% 45% Special events 53% 47% Adult fitness and wellness programs 50% 50% Nature programs 45% 56% Adult sports programs 35% 65% Adult art, dance, performing arts +o 28% 72% Youth sports programs y 25% 75% Adult day trips +4 24% t 76% Youth summer camp programs 4o 22% 4 78% Water fitness programs + 22% , 78% Youth learn -to -swim programs ado 20% 4 80% Teen and young adult programs 40 20% 0 80% Youth fitness and wellness programs +o 17% 83% After school programs +o 16% 84% Youth art, dance, performing arts 16% 84% Martial arts programs 15% 85% Pre - School programs +y 13% n1f 87% Tennis lessons +0 12% f 88% Adaptive programs for disabled + 10% 4, 90% Before school programs 40 5% 0 95% 101 pros - consulting ROANOKE The top recreation programs most important to respondents are canoeing, kayaking, paddle sports (148 respondents), special events (128 respondents), outdoor adventure programs (104 respondents). TOP PROGRAM CURRENTLY PARTICIPATE IN MOST OFTEN (BY NUMBER OF RESPONDENTS WHO SELECTED THE ITEMS AS ONE OF THEIR TOP FOUR CHOICES) LR'ttlliblRfi�p�816�1i.Si.ZIRlj Y-11, learn -to -swim program 12 YoAhfil- ssapd- 11- ssprograins t 9 Teen -dy—,g adult programs 9 Water stpess p; ograr.,r 8 Yui.th art, dance, perf —,,mg art,$ are - school pro grams g Adaptive prpgran'is for disabled 6 martial .xis programs 6 rennx lessoiss - 6 102 Parks and Recreation Master Plan Respondents were asked which of the following items would they be most willing to fund. Top actions included: • Develop additional trails and connectivity of trails throughout the community (229 respondents) • Develop new and connect the existing trail system (182 respondents) • Upgrade existing trails (155 respondents) • Increased focus on developing the river as a recreational opportunity (145 respondents) MOST IMPORTANT POTENTIAL ACTION (BY NUMBER OF RESPONDENTS WHO SELECTED THE ITEMS AS ONE OF THEIR TOP FOUR CHOICES) tst Choice 2nd Choice 3rd Choice 4th Choice Develop additional trails and connectivity of trails throughout the community Aftgr, 229 Develop new and conned the existing trail system 182 Upgrade existing trails ,. 155 Increased focus on developing the river as a recreational opportunity xri. 145 Upgrade fishing and kayak /canoe access ;'„ "''' " 134 Acquire open space for passive activities (e.g. trails, picnicking) a j NJ 129 Upgrade existing neighborhood anti community parks „.;yt.� .. 123 Explore new camping opportunities 41/:0 ., 109 Repurpose inactive parks /amenities to create new facilities J!' - 90 Improve Rivers Edge Sport Complex- North C5 Improved ADA accessibility at current facilities'(. C4 Acquire open spate for active activities (e.g, developing soccer, baseball and... , ,' ?. . 60 Develop a large sports complex to address a lack of athletic fields 52 Upgrade existing outdoor pools„ 49 Redevelop /develop recreation centers for additional indoor gym space 49 Upgrade existing youth /adult athletic fields 37 Consolidate parklands and remove certain parks In order to have a more... - 36 Upgrade /redevelop existing outdoor tennis courts 20 103 pros consulting ROANOKE Most • Used Park & Recreation Facilities Paved trails /greenways Facilities Response Percentage 78% •• Number 654 Regional parks: Mill Mtn., River's Edge 67% 557 Elmwood amphitheater 65% 544 Natural Surface trails /greenways 63% 523 Neighborhood park 57% 473 Carvins Cove 54% 454 Playgrounds 49% 409 Community park 43% 360 Kayak /canoe areas 33% 279 Regional parks 26% 213 Dog parks 25% 209 Football /lacrosse /soccer fields 22% 187 Fishing areas 19% 160 Skateboard park 17% 140 Youth baseball and softball fields 15% 124 Outdoor tennis courts 12% 100 Adult softball fields 10% 82 Outdoor pools 9% 76 Outdoor basketball courts 8% 66 Recreation centers (e.g. Eureka, Preston) 8% 66 Indoor fitness and exercise facilities 6% 52 Other 5% 39 Indoor basketball /volleyball courts 4% 33 104 Parks and Recreation Master Plan 1% MOST VISITED FACILITIES BV T H E N %'I Li'E R 0 F R E S ,j NJ D E N 71 S W �-1 0 1 i. E C I- E D THE I I` E 1st Choice 2nd Choice 3rd Choice Paved trails/greenways 483 Natural Surface trail s/gre enways 262 Carvins Cove 245 Regional parks: Mill Mtn., River's Edge 243 Elmwood amphitheater 209 Playgrounds 177 Neighborhood park = 137 Kayak/canoe areas 98 Football/lacrosse/soccer fields 79 Skateboard park 73 Community park 68 Dog parks 61 Fishing areas 47 Regional parks 36 Youth baseball and softball fields 32 Outdoor pools 26 Adult softball fields 22 Other 19 Outdoor tennis courts 16 Indoor fitness and exercise facilities 15 Recreation centers (e.g. Eureka, Preston) 15 Outdoor basketball courts 9 Indoor basketball /volleyball courts 6 0 200 300 400 500 600 105 pros - P consul tin 0 Iddow 9 ROANOKE A] I Information Sources Social Media (e.g. Facebook, Instagram, Twitter) 79% From friends and neighbors 59% PlayRoanoke.com 54% City of Roanoke Website 24% Banners in parks 21% Newspaper 14% E-Newsletter 11% Conversations with Parks Dept. staff 10% Internet bulletins 9% Other 8% Radio 8% School fliers/newsletters 7% Materials at city facilities 3% Text notifications 1% 106 Parks and Recreation Master Plan ti 107 pros - consul tmg ROANOKF % Reasons for Participating in Programs Friends participate 50% Quality of program content 49% Location of the program facility 43% Fees charged for the class 31% Dates the program is offered 27% Times the program is offered 27% Quality of the program facility 22% Quality of instructors 20% Other (please specify) 5% 108 Parks and Recreation Master Plan USAGE LEVEL OF RECREATION Recreation Centers 50+ Discovery Center Times 2 CENTERS BY NUMBER • RESPONDENTS Never 452 25-49 Times 10-24 Times 7 22 1-9 Times 274 Eureka Center 1 3 5 43 670 Garden City Center 1 2 4 42 672 Grandin Court Center 5 7 15 95 605 Mountain View Center 2 4 9 117 596 Norwich Center 1 1 5 29 680 ,Preston Center 1 3 3 36 673 109 pros - consulting ROANOKE Do you have a need for this facility or amenity? Paved greenway trails Yes 930%o 40 No 7% Walking trails (paved surface) 84% y 16% Mountain bike and hiking trails (natural surface) 83% 4+ 17% Natural areas /wildlife habitats 78% 22% Outdoor amphitheater 76% 24% Large community parks (10 -100 acres) 76% y 24% Kayak /Canoe areas 74% 26% Small neighborhood parks (1 -10 acres) 74% 26% Large regional parks 73% 27% Outdoor adventure park 61% 39% Camping facilities 60% 40% Playgrounds 52% 48% Dog parks 48% 52% Recreation centers 48% 52% Fishing areas 43% 57% Outdoor pools /water parks 42% 58% Indoor walking and running tracks 39% 61% Indoor swimming pools 38% 62% Skateboard park 36% 64% Soccer /Football /Lacrosse fields y 35% 65% Outdoor spray parks er 32% 68% Outdoor tennis courts + 26% 74% Youth baseball and softball fields 4o 22% 78% Outdoor basketball courts JI 22% ` 78% Adult softball fields i{� 19% 81% Indoor volleyball and basketball courts 18% 82% Outdoor sand volleyball courts 110 Parks and Recreation Master Plan HOW WELL YOUR FACILITY/AMENITY NEEDS ARE BEING MET 7S% or More Met 50% or Less Met Camping facilities 13% 97% Outdoor spray parks 13% 87% Outdoor adventure park 19% 81% Indoor swimming pools 19% 81%, Outdoor sand volleyball courts 24% 76% Outdoor pools/water parks 29% '71% Indoor volleyball and basketball courts 39% 61% Dog parks 43% 57% Kayak/Canoe areas 53% 47% Natural areas/wildlife habitats 55% 45% Recreation centers 58% 42% Fishing areas 60% 40% Large community parks (10-100 acres) 64% 36% Outdoor tennis courts 65% 35% Outdoor basketball courts 66% 34% Youth baseball and softball fields 68% 33% Large regional parks 68% 32% Small neighborhood parks (1-10 acres) 69% 32% Walking trails (paved surface) 70% 30% Mountain bike and hiking trails (natural surface) 71% 29% Soccer/Football/Lacrosse fields 72% 28% Playgrounds 77% 23% Adult softball fields 79% 21% Paved greenway trails 79% 21% Outdoor amphitheater 81% 19% pros - consulting ROANOKE TOP FACILITY IMPORTANCE (BY NUMBER OF RESPONDENTS WHO SELECTED THE ITEMS AS ONE OF THEIR TOP FOUR CHOICES) R 1st Choice 2nd Choice 3rd Choice 4th Choice Paved greenway trails ":"'5a7`"'F. "° 315 Mountain bike and hiking trails (natural surface) ., , `r_:; .:x;P. 292 Kayak /Canoe areas " X: -. 157 Walking trails (paved surface) I'w ,- ;�, ±e,. 151 Natural areas /wildlife habitats °:. 139 Camping facilities ',, i&, 118 Skateboard park . V: - 102 Large community parks (10 -100 acres) War ... 99 Playgrounds +>:'"'i.- k -,s-"- 97 Dog parks -.. .... 87 Small neighborhood parks (1 -10 acres) 79 Outdoor adventure park 77 Outdoor amphitheater '. 76 Fishing areas -, f4 Soccer /Football /Lacrosse fields "...,, „. G0 Large regional parks - 57 Indoor walking and running tracks 48 Indoor swimming pools 38 Outdoor pools /water parks �. 36 Recreation centers 32 Youth baseball and softball fields .. 26 Outdoor spray parks 24 Adult softball fields .. 18 Other AI, 17 Outdoor tennis courts . 17 Outdoor basketball courts 6 Indoor volleyball and basketball courts 5 Outdoor sand volleyball courts 4 112 Parks and Recreation Master Plan J, \A 3 tit, Do you have a need for this recreation Canoeing, kayaking, paddle sports program? Yes 67% No 33% Outdoor adventure programs 55% 45% Special events 53% 47% Adult fitness and wellness programs 50% 50% Nature programs 45% 56% Adult sports programs 35% 65% Adult art, dance, performing arts 28% 72% Youth sports programs 25% 75% Adult day trips 4o 24% 76% Youth summer camp programs + 22% 0 78% Water fitness programs 4o 22% 4' 78% Youth learn-to-swim programs 20% 80% Teen and young adult programs 20% 80% Youth fitness and wellness programs 40 17% 0 83% After school programs 16% 84% Youth art, dance, performing arts 16% 4, 84% Martial arts programs 15% 85% Pre-School programs ►0 13% 87% Tennis lessons 40 12% 4 88% Adaptive programs for disabled 40 10% 't 90% Before school programs 40 5% i�) 95% 113 pros - consulting ROANOKE Before school programs 0% Martial arts programs Teen and young adult programs Tennis lessons Adaptive programs for disahled Water fitness programs Youth art, dance, performing arts Youth fitness and wellness programs Adult art, dance, performing arts Pre- Schoal programs Outdoor adventure programs Adult day trills Youth learn -to -swim programs After school programs Adult fitness and wellness programs Nature progarms Youth summer camp programs Canoeing, kayaking, paddle spurts Adult sports programs Special events Youth --parts Programs HOW WELL YOUR PROGRAM NEEDS ARE BEING MET 7Sl, or More Met 501%d or Less Met 100% 12% "8696 14% Y . K% 17% , - 63% 18% "82% 19% .. 81% 23% 77% 26% -- - 74% - - 27% 73% 28% - 72% 29% 71% 30% 70% 30% ... 70% 34% 66% 36% 44% 37% 63% 40% 60% 47% 53% 54% 46% 56% 44% 114 Parks and Recreation Master Plan TOP PROGRAM IMPORTANCE (BY NUMBER OF RESPONDENTS WHO SELECTED THE ITEMS AS ONE OF THEIR TOP FOUR CHOICES) t =t choice and Charge Irechul,z 41h Ch*, Canoeing, kayaking, paddle cpnrts W i ; a .. � ;;. " "1 235 Outdoor adventure programs ANISWF, 1, 179 Sp—al events ..,...,i ',jtV 134 Adult ft e „and wellness pmg m. ', 'j, t f'4. 130 Nature programs 126 Adult spurts programs ,`„ A,5”. 79 Adult day ofu, 73 Adult art. dance, par4ormmg a,cs -: 64 Yoth 1putsproy „ z"; r?h y: ,. 63 Youth sum -. .amp program, qS Y. th leap t w. n, :': 39 Aft,, pro , ., 39 Teem -d You,g ad,'t prop a ms :... 38 water fitness program, 35 Adaptive p g ms t., rd ablad 29 Youth fitness and wellness programs .,, 28 Pr, Srho+ prog am, T; 27 Other 25 Martial arts programs _.. 24 Tennis laseons 23 Youth art, dance, pertorn,rog arts 1, 18 t+etore programs 10 115 pros - consul ting ROANOKE % TOP PROGRAM CURRENTLY PARTICIPATE IN MOST OFTEN (BY NUMBER OF RESPONDENTS WHO SELECTED THE ITEMS AS ONE OF THEIR TOP FOUR CHOICES) l" 01-1, 2,,d Ch—e ;rd Chaise afh Ch,i- C,inoeiog. kayaking. paddle sports 148 special --dt' 128 0"ld..' adventure program;hw "" 104 Nature JM� e,d ffta� 85 Adult f2ness and wellness p,.g,—, 59 Aduil,r—1,p,,,g,a- J$FJVW�- 57 Y01!tI-P0•tsPr09r,1ms 54 Ad,,Il day taps 30 Ad ,ft a•t, da—, -rform,a-ift, 29 youth sum n", 3"'P p"'g 26 Ocher 18 Aft,, school p,.p,a,, 15 to -,.- w.dra,- 12 Y—th fitness dd wellness programs 9 T-1 and young ad,dt mog—,is 9 fit-1, P"og'a'- 8 Vauto art. d-". perform inp, a't' 8 Pr, S,hool programs 8 Adapt— d-bled 6 Martial a't' P'og—"' 6 Tenn,; 1-- 6 30— ICII—I pr.r,-,, I 116 Parks and Recreation Master Plan Reasons • not or programs I do not know what is being offered 35% Not enough time 35% Program or facility not offered 34% Program times are not convenient 27% Too far from our residence 23% Facilities are not well maintained 21% Not enough choices 18% Facilities do not have the right equipment 17% Use other agencies in Roanoke 16% Fees are too high 16% Security is insufficient 16% 1 do not know locations of facilities 15% Lack of quality programs 14% Use facilities in other communities 13% Availability of parking 8% Class full 6% Facilities operating hours not convenient 6% Registration for programs is difficult 5% Accessibility /Transportation 4% Poor customer service by staff 3% I. ALLOCATED AMOUNT Better maintain existing parks and facilities (e.g. playgrounds, shelters, sports fields, $ 38.00 recreation centers, and pools) Acquire new parkland and open space $ 31.00 Develop more multi -use trails $ 38.00 Renovate existing /build new sports fields (e.g. youth baseball /softball /soccer) $ 21.00 Renovate existing /build new outdoor pools /water parks $ 24.00 Renovate existing /build new indoor recreation centers $ 22.00 Develop nontraditional sports facilities (e.g. skatepark, BMX park) $ 49.00 117 pros - consulting ROANOKE. SATISIFACTION LEVEL WITH OVERALL VALUE iNeutrai Somewhat Dissatisfied ■ Very Dissatisfied Don't Know POTENTIAL ACTIONS Develop additional trails and connectivity of trails throughout the community 73% 16% 7% 4% Develop new and connect tho existing trail system 71% 18% 8% 4% Upgrade existing trails 67% 23% 6%3% Increased focus on developing the river as a recreational opportunity 66% 23% 7% 4% Acquire open space for passive activities (e g. trails, picnicking) 60% 24% 8% 7% Repurpose inactive parks /amenities to create new facilities 56% 27% 15% 3% Upgrade existing neighborhood and community parks 54% 35% B% 3% Explore new camping opportunities 53% 24% 13% 91% Upgrade fishing and kayak /canoe access 52% 29% 13% 6% Improved ADA accessibility at current facilities 47% 29% 19% 5% Improve Rivers Edge Sport Complex- North 38% 27% 24% 11% Upgrade existing outdoor pools 31% 30% 25% 13% Upgrade existing youth /adult athletic fields 30% 39% 22% 9% Develop a large sports complex to address a lack of athletic fields 29% 21% 27% 23% Acquire open space for active activities (e.g, developing soccer, baseball, and.,. 29% 33% 22% 16% Redevelop /develop recreation centers for additional indoor gyro space 26% 36% 25% 14% Consolidate parklands and remove certain parks in order to have a more_. 26% 31% 26% 17% Upgrade /redevelop existing outdoor tennis courts 17% 30% 29% 25% 0 °0 10% 20?� 30% 40% 501'. 60 °.11 70% 80% 90% 100% Very supportive Somewhat Supportive Not Sure Not Supportive 118 Parks and Recreation Master Plan MOST IMPORTANT POTENTIAL ACTION (BY NUMBER OF RESPONDENTS WHO SELECTED THE ITEMS AS ONE OF THEIR TOP FOUR CHOICES) 1st Choice 2nd Choice 3rd Choice 4th Choice Develop additional trails and connectivity of trails throughout the community i' r .,z?'t 229 Develop new and conned the existing trail system fa s +?, 182 Upgrade existing trails _ 155 Increased focus on developing the river as a recreational opportunity „ , .j ' 145 Upgrade fishing and kayak /canoe access 134 Acquire open space for passive activities (e.g. trails, picnicking) ? k 129 Upgrade existing neighborhood and community parks d,0 123 Explore new camping opportunities 109 Repurpose inactive parks /amenities to create new facilities 90 Improve Rivers Edge Sport Complex- North '..= 65 Improved ADA accessibility at current facilities .,. C4 Acquire open space for active activities (e.g. developing soccer, baseball, and... ' "?. 60 Develop a large sports complex to address a lack of athletic fields ^ 52 Upgrade existing outdoor pools -; 49 Redevelop /develop recreation centers for additional indoor gym space u 49 Upgrade existing youth /adult athletic fields 37 Consolidate parklands and remove certain parks in order to have a more 36 Upgrade /redevelop existing outdoor tennis courts 20 119 pros consulting ,00 1 ROANOKE �2 % J t IMPORTANCE OF MANAGEMENT STANDARDS 1% 0% 3% Very important Somewhat important Important Not important 1, Not at all important Don't know SUPPORTIVE OF POTENTIAL PARTNERSHIPS - 0% 120 Very Supportive Somewhat Supportive Supportive Not Supportive ■ Not At All Supportive Don't Know Parks and Recreation Master Plan POTENTIAL DEVELOPMENTS v Very Supportive Somewhat Supportive Not Sure Not Supportive 121 pros - consul ting WArw"- '001W I ROANOKL ­ I I I I MOST WILLING TO FUND (BY NUMBER OF RESPONDENTS WHO SELECTED THE ITEMS AS ONE OF THEIR TOP FOUR CHOICES) , 1st Choice 2nd Choice 3rd Choice 4th Choice Natural surface trails (e.g. hiking, mountain biking) 289 Paved multi-use trails (e.g. off street, walking, runinng) 252 In-river paddling park 199 Additional restrooms at existing parks 155 All-inclusive playgrounds for children (ADA compliant) 148 Additional camping space 146 Skatepark '�`:A'341 119 BMX/Bike Park 98 Sports fields (artificial or natural turf with lighting) 95 Indoor recreation space (gyms and indoor programming... i' 69 Outdoor pools 57 Indoor pools 51 122 Parks and Recreation Master Plan Counting yourself, Age 1 Segments how 2 many people in your 3 4 household? 5 6+ ���0000 �ooaoo�° 123 pros - consulting W-14'r -I ROANOKF 124 HOUSEHOLD INCOME Under $3Q000 ,, 6% $30,000-$59,999 All WRV" 23% $60,000-$89,999 25% $90,000-$119,999 20% $120,000-$149,999 13% $150,000+ 13% 124 Parks and Recreation Master Plan 125 pros - consulting ROANOKE APPENDIX I — DETAILED PROGRAM ASSESSMENT YOUTH SPORTS LEAGUES The Parks and Recreation Department works with four Recreation Clubs within the City to provide and facilitate recreational youth sport leagues. The Recreation Clubs are responsible for registration, creating teams, uniforms, and coaches. The Parks and Recreation Department provides fields /facilities, officials, scorekeepers and schedule of games. This relationship is for the following sports; basketball, baseball, softball, football, cheerleading and outdoor soccer. The purpose of these leagues, as well as the leagues the Parks and Recreation Department organize (indoor soccer and flag football) is provide an enjoyable experience for each participant, develop character, skills, sportsmanship and promote good will and healthy lifestyles. • Rec Club - Basketball • Rec Club - Baseball /Softball • Rec Club - Football /Cheer • City Run Indoor Soccer • City Run Flag Football ADULT SPORTS LEAGUES The adult sports leagues work to provide and facilitate recreational adult sports leagues and tournaments. Examples of adult sports leagues are • Fall and Spring Softball • Kickball • Dodgeball • Ultimate Frisbee • Indoor Soccer AQUATICS Currently, the Parks and Recreation Department contracts out the operation of its two outdoor aquatic facilities for public swimming from Memorial Day through Labor Day. ARTS, CULTURE, AND PERSONAL INTEREST PROGRAMS Arts, culture and personal interest programs are offered to provide participants with opportunities to expand their lifetime learning, learn new interesting things about their community, enjoy special seasonal activities with friends and family and socialize with like- minded individuals that share common interests. Examples are: • Seasonal Special Programs • Cards and Games for Seniors • Family Art Nights • Youth and Adult Paint Programs • Cooking Classes 126 Parks and Recreation Master Plan FITNESS AND WELLNESS Fitness and Wellness classes and workshops provide participants with opportunities to have fun, get fit, socialize with like - minded people and learn new ways to approach and manage their individual health related issues and maintain a healthy lifestyle. These programs provide affordable access to professional fitness and health care providers targeting specific personal needs. Examples of fitness and wellness programs include: • Walking Programs and Initiatives • Special Yoga Classes • Holistic Health Workshops • Fitness Dance Classes • Yoga Classes TRIPS AND TOURS Trips and Tours provide participants with opportunities to travel and /or tour places of interest. These programs increase participant knowledge about their home, surrounding areas, and /or places far away. These programs offer companionship; safe travel; and tour guides to help them get the most out of their travel. Examples of Trips and Tours programs include: • Multi -Day, Overnight Trips - International • Multi -Day, Overnight Trips - Domestic • Multi -Day, Overnight Trips - Regional • One Day Special Interest Trips • One Day Historic Trips and Tours OUTDOOR ADVENTURE Outdoor Recreation programs provide enjoyable experience for each participant, encourage environmental stewardship and promote and healthy active lifestyles. Examples include: • Stand Up Paddle boarding • Canoeing • Climbing Club • Paddling • Caving and Climbing • Hiking and Backpacking • Bike Tours and Clinics SPECIAL EVENTS Special events showcase the various programs and services offered by the Department and increase the vibrancy and livability of the community. Examples of special events include: • GO Fest • WazUPwidis • Mountain Bike Races • Concerts 127 pros - consulting ROANOKE AFTER SCHOOL PROGRAMMING After school programming is offered in three recreation centers and one elementary school. With a low instructor - participant ratio, this program provides homework assistance, free play, and a safe space for children. SUMMER CAMPS Summer Camps are provided at various locations throughout the city. Program participants have a safe, educational, fun, social and creative place to spend their summers. The participants will be exposed to different cultures and ideas and learn new skills. A Program Lifecycle Analysis involves reviewing each program offered by the Department to determine the stage of growth or decline for each program offered. This provides a way of informing strategic decisions about the overall mix of programs managed by the agency to ensure that an appropriate number of programs are "fresh" and that relatively few programs, if any, need to be discontinued. This analysis is not based on strict quantitative data but, rather, is based on staff members' knowledge of their program areas. The following table shows the percentage distribution of the various lifecycle categories of the Department's programs. These percentages were obtained by comparing the number of programs in each individual stage with the total number of programs listed by staff members. The Lifecycle Analysis depicts a rather skewed program distribution. Approximately 18% of all programs are in the Decline and Saturation stages, while only 40% of program offerings fall within the beginning stages (Introduction, Take -Off, and Growth). This could indicate that underperforming programs are being sustained for too long. If a program is in the Saturation stage, it may not necessarily need to be retired - it could be that it is a legacy program that is beloved by the community. However, it is useful to look at attendance trends - "do you have fewer participants over the last few offerings ?" If so, the community may be looking for a different type of program. While there are exceptions, most programs in the Saturation and Decline stages are ready to be retired. Staff should complete a Program Lifecycle Analysis on an annual basis and ensure that the percentage distribution closely aligns with desired performance. Furthermore, the Department could include annual performance measures for each Core Program Area to track participation growth, customer retention, and percentage of new programs as an incentive for innovation and alignment with community trends. 128 Parks and Recreation Master Plan • Rec Club - Basketball • Outdoor Pool • City - Adult Bubbte Soccer • Rec Club - Operations League Baseball /Softball • City - Adult Fall • City- Adult Dodgeball • Rec Club - Softball League Tournaments Football /Cheer • City - Adult Spring • City - Adult Pick -Up Ultimate • Rec Club - Soccer Softball League Frisbee • After School Programs • City- Adult Indoor • Cooking Classes (Eureka, Preston and Soccer League 0 (Grandparents /child; Grandin) • Seasonal Special Father/ Daughter; etc.) • Summer Day Camps Programs • Language Classes (Eureka and Preston) • Cards and Games for • Money Management Classes • Summer Day Camp Seniors • Gardening Classes ( Grandin) • Family Art Nights • Dog Obedience • Hiking • Partner Group Rentals • Group Fitness Classes (aerobic • Canoeing: Downriver and • Neighborhood Group and strengthening) Flatwater Rentals . Special one -time yoga classes • Stand Up • City Run Indoor Soccer • Fitness Dance Classes Paddleboarding: • City Run Flag Football • Health Related Cooking Downriver and Flatwater . Youth and Adult Paint Classes • SUP Yoga Programs • Physical Health Related • Sea Kayaking • Traditional Art Workshops • Sit on Top Kayaking: Programs ( sewing; • Holistic Health Workshops Downriver and Flatwater knitting; leather work; • Multi -Day, Overnight Trips - • Le Tour de Roanoke - crochet; etc.) International Foodie Bike Tour 0 Dance Classes • Multi -Day, Overnight Trips - • Bike Maintenance Class (Ballroom; Tap; Domestic • Bike Skills Clinic Bellydance; etc.) • Multi -Day, Overnight Trips - • Wild Caving • Multi- Generational Regional • Outdoor Summer Camp Programs 0 One Day Special Interest Trips • Outdoor Adventure Camp • Private Rentals • One Day Historic Trips and • Youth Climbing Ctub • Yoga classes Tours • Stargazing 0 Walking Programs and 0 Women Specific Backpacking • Nature Lab Initiatives . Whitewater Kayaking • Environmental Programs 0 Backpacking Trips and 0 Women Specific Bike Skills/ • River Clean Ups Clinics Maintenance Classes • Bike Tours • Leave no Trace Trainer/ • Mountain Bike Races Educator • Cyclocross Races • Wilderness First Responder Course 129 pros - consulting ROANOKL UNDERSTANDING THE FULL COST OF SERVICE To develop specific cost recovery targets, full cost of accounting needs to be created on each class or program that accurately calculates direct and indirect costs. Cost recovery goals are established once these numbers are in place, and the program staff should be trained on this process. A Cost of Service Analysis should be conducted on each program, or service type, that accurately calculates direct (i.e., program- specific) and indirect (i.e., comprehensive, including administrative overhead) costs. Completing a Cost of Service Analysis not only helps determine the true and full cost of offering a program, but provides information that can be used to price programs based upon accurate delivery costs. The figure below illustrates the common types of costs that must be accounted for in a Cost of Service Analysis. Building Costs Vehicl]�ts Contracted Services 130 "k w� w F ;Y +' gam., Parks and Recreation Master Plan The methodology for determining the total Cost of Service involves calculating the total cost for the activity, program, or service, then calculating the total revenue earned for that activity. Costs (and revenue) can also be derived on a per unit basis. Program or activity units may include: • Number of participants • Number of tasks performed • Number of consumable units • Number of service calls • Number of events • Required time for offering program /service. Agencies use Cost of Service Analyses to determine what financial resources are required to provide specific programs at specific levels of service. Results are used to determine and track cost recovery as well as to benchmark different programs provided by the City between one another. Cost recovery goals are established once Cost of Service totals have been calculated. Program staff should be trained on the process of conducting a Cost of Service Analysis and the process undertaken on a regular basis. The below table shows current cost recovery goals for those core program areas that have a goal in place. The table also presents recommended cost recovery goals, based on best - practice, that are in -line with parks and recreation agencies of a similar size. Setting, tracking, and reaching cost recovery goals for every core program area will help the Department set more sustainable services moving forward. Goals Cost Recovery .• Recommended Current Cost Program Core .. .. Aquatics N/A 50 -75% Adult Sports Leagues 100% 75 -100% After School Programs 85% 75 -125% Arts, Culture, & Personal Interest Programs 120% 50 -100% Facility Rentals N/A 100 -125% Fitness & Wellness 120% 100 -125% Outdoor Recreation 120% 75 -125% Summer Camps 85% 75 -125% Trips & Tours 120% 100 -125% Youth Sports Leagues N/A 50 -100% As shown in the table above, cost recovery targets can vary based on the core program area, and even at the program level within a core program area. Several variables can influence the cost recovery target, including lifecycle stage, demographic served, and perhaps most important, program classification. COST RECOVERY BEST PRACTICES Cost recovery targets should reflect the degree to which a program provides a public versus private good. Programs providing public benefits (i.e. Core programs) should be subsidized more by Roanoke; programs providing private benefits (i.e., Value -Added programs) should seek to recover costs and /or generate revenue for other services. To help plan and implement cost recovery policies, the consulting team has developed the following definitions to help classify specific programs within program areas. 131 pros - consulting .Woom 14 ROANOKE_ Programs in the Core category are critical to achieving the organizational mission and providing community -wide benefits and, therefore, generally receive priority for tax - dollar subsidization. Programs falling into the Important or Value -Added classifications generally represent programs that receive lower priority for subsidization. Important programs contribute to the organizational mission but are not essential to it; therefore, cost recovery for these programs should be high (i.e., at least 80% overall). Value Added programs are not critical to the mission and should be prevented from drawing upon limited public funding, so overall cost recovery for these programs should be near or in excess of 100 %. In general, the Department's program staff should begin a cycle of evaluating programs on both individual merit as well as the program mix as a whole. This can be completed at one time on an annual basis, or in batches at key seasonal points of the year, as long as each program is checked once per year. The following tools and strategies can help facilitate this evaluation process: PRICING POLICY The agency should consider a written formal pricing policy moving forward in managing to financial sustainability. The new Pricing Policy for Roanoke should provide staff with consistent guidelines in pricing admissions, use of facilities, establishing program and service fees based on the individual benefits a user receives above a general taxpayer. The policy will help Roanoke address revenue goals to support operational costs, provide greater fairness in pricing services to users, and help support the implementation of future programs, facilities and services. A pricing policy with cost recovery goals allows the participants, staff, and general taxpayers to better understand the philosophy behind pricing of a program or service. MINI BUSINESS PLANS The planning team recommends that Mini Business Plans (2 -3 pages) for each Core Program Area be developed and updated on a yearly basis. These plans should evaluate the Core Program Area based on meeting the outcomes desired for participants, cost recovery, percentage of the market and business controls, cost of service, pricing strategy for the next year, and marketing strategies that are to be 132 Parks and Recreation Master Plan implemented. If updated regularly and consistently, they can be effective tools for budget construction and justification processes in addition to marketing and communication tools. PROGRAM DECISION- MAKING MATRIX When developing program plans and strategies, it is useful to consider all of the Core Program Area and individual program analysis discussed in this Program Assessment. Lifecycle, Age Segment, Classification, and Cost Recovery Goals should all be tracked, and this information along with the latest demographic trends and community input should be factors that lead to program decision - making. Using the Age Segment and Lifecycle analysis, and other established criteria, program staff should evaluate programs on an annual basis to determine program mix. This can be incorporated into the Program Operating/ Business Plan process. A diagram of the program evaluation cycle and program Lifecycle can be found below. During the introductory stages program staff should establish program goals, design program scenarios and components, and develop the program operating/ business plan. All stages of the Lifecycle will conduct /operate the program and conduct regular evaluations to determine the future of the program. If participation levels are still growing, continue to provide the program. When participation growth is slow to no growth, or competition increases, staff should look at modifying the program to re- energize the customers to participate. When program participation is consistently declining, staff should terminate the program and replace it with a new program based on the public's priority ranking, in activity areas that are trending, while taking into consideration the anticipated local participation percentage. Introductory Stage Establish program goals Design program scenarios and components Conduct /operate program Develop program operating/ business plan Mature/ Saturated Stages All Stage v ,. Conduct regular evaluation based on established criteria Update program goals /business plan and implement Slow to no participation growth Declining participation Sustained /growing participation Look at market potential, emerging trends, anticipated Terminate program and replace with a new program participation, priority rankings, and evaluations to Modify based on public priority ranking, emerging trends, and Program anticipated local participation percentage ros 133 consulting oOAN0KL —^. -~-~ APPENDIX |—F0U|TY MAPS 134 Neighborhood Parks Recommended Standard of 1.5 Acres per 1,000 People a N Parks and Recreation Master Plan Roanoke, Virginia Parks and Recreation Equity Maps -�f n.ukl F: n•odv F77' of r. 1 F k .x G +r, Park ` iV 'tii_Y Roanoke irk N I, 'h tlll P- ,rki j C 'k, � �"•""". °- I I n Park -, k I Local Road Major Road Owner Highway • City of Roanoke Roanoke City Boundary 0 ��z 1 pros Sources Esn HERE Gamin USGS Intermar, INCREMENT NRCan F.sri Mlles consul t i fg japan METI, Esri China (Hong Kong) Esn Korea Esn (rhailand) NGCC Nc CJ Open StreeiMap conlnbutors, and thy, GIS Use, Community 135 pros - consulting ROANOKE- 136 Parks and Recreation Master Plan 137 pros consulting ROANOKE 138 Parks and Recreation Master Plan 139 pros consulting ROANOKE 140 Parks and Recreation Master Plan 141 pros - consulting 19 ROANOKE Shelters Recommended Standard of 1 Site per 3,500 People a N Roanoke, Virginia Parks and Recreation Equity Maps .« f ..._ ;.k' Ott +r ' �N iii.J r � rrti ;a.,K t f , f s I 4 \j - - Roanoke F,lixi a Local Road " Major Road Owner Highway • City of Roanoke pros S rnu Roanoke City Boundary 0 1/2 1 2 DLHr c3 Esn HERE. Gan USGS nt . Iennap INCREMENT P. NRCan Esri Miles 4 ��J4t t Ink -apan METI Esrt China (Hong Kong) . Esn Korea Esn (Thailand) NGCC C n: OpenStreelMap ronbibutors.. and the GIS User Corttnunity 142 Multipurpose Fields Recommended Standard of 1 Field per 4,000 People N Parks and Recreation Master Plan Roanoke, Virginia Parks and Recreation Equity Maps i ar- _star. rw.•yr, .. ".� w = °ate �t Local Road Major Road Owner Highway • City of Roanoke pros ur Roanoke City Boundary 1/2 1 Soces Fsri. HERE. Garmin USGS Intermap INCREMENTP NRCan Fsri Miles consul i1 1� 1a1 an METi, Esri China (Hong Kong) Esn Korea Esn {Thadandj NGCC �a Inc OpenSheetMap conitibutors. and the GIS Usei Community 143 pros - consul ting k I !tfl ♦ u ✓` t f CII ,^ �TM ti �1 { r ;i 1{ IH 6t F i, tr, Farkl �.) li 1r� 1 �t Local Road Major Road Owner Highway • City of Roanoke pros ur Roanoke City Boundary 1/2 1 Soces Fsri. HERE. Garmin USGS Intermap INCREMENTP NRCan Fsri Miles consul i1 1� 1a1 an METi, Esri China (Hong Kong) Esn Korea Esn {Thadandj NGCC �a Inc OpenSheetMap conitibutors. and the GIS Usei Community 143 pros - consul ting ROANOKE. 144 Basketball Courts Recommended Standard of I Court per 2,750 People IN 4;L a o�anoke Elf-, ARI,k Parks and Recreation Master Plan Roanoke, Virginia Parks and Recreation Equity Maps Local Road Major Road Owner Highway 0 City of Roanoke Roanoke City Boundary 0 1/2 1 2 pros - Sowf;es Fsn HERE Gaarw USGS Interm p INCREMENT P NRCan Fso Miles consult�pg -apa�,'.ETI. Es,Chva (Hong Kong) EsilK'3 E�,ijhiiland) NG,-C C Dpe� S iee[Map "orhibutois, ard the GIs User Community 145 pros - consul ting ROANOKL ~°^`'~~^~ Playgrounds Recommended Standard of 1 Site per 3,000 People a N Parks and Recreation Master Plan Roanoke, Virginia Parks and Recreation Equity Maps "^7 a -i k G �. s n 4k"- Tu" _...._40 Y ji R,3ik i r�. iii F'., _ .:+ - -°"• Owner • City of Roanoke pros 0 /2 1 2Miles consulting Local Road Major Road Highway Roanoke City Boundary Sources Esri. HERE Gaimm USGS Intermap INCREMENT P. NRCan Esn Japan METI, Esri Chma (Hong Kong) Esli Korea. Esn (Thailand? NGCC. Open SireetMap contributors_ and the GIS Uset Community 147 pros consulting ROANOKE 148 Parks and Recreation Master Plan 149 pros consulting �4 ROANOKF- 150 Parks and Recreation Master Plan 151 pros consulting RECEIVED JUL 0 8 2019 CITY OF ROANOKE PLANNING BUILDING & DEVELOPMENT CITY OF ROANOKE - PDB Attn Tina Carr 215 CHURCH AVE ROOM 166 ROANOKE, VA 24011 The Roanoke Times Roanoke, Virginia Affidavit of Publication Account Number 6011439 Date July 02, 2019 Date Category Description Ad Size Total Cost 07/11/2019 Legal Notices PUBLIC HEARING NOTICE Any public hearings advertised hE 1 x 89 L 881.68 Publisher of the Roanoke Times I, (the undersigned) an authorized representative of the Roanoke Times, a daily newspaper published in Roanoke, in the State of Virginia, do certify that the annexed notice PUBLIC HEARING NOTICE An was published in said newspapers on the following dates: 06/25, 07/02/2019 The First insertion being given ... 06/25/2019 Newspaper reference: 0000962632 — lz��� ` Billing Representative Sworn to and subscribed before me this Tuesday, July 2, 2019 Notary ublic Kimberly B, llama NOTARY PUBLIC Commonwealth of Virginia Notary Registration Number 356753 Commission Expires January 31, 2021 State of Virginia City /County of Roanoke My Commission expires THIS IS NOT A BILL. PLEASE PAY FROM INVOICE. THANK YOU PUBLIC HEARING NOTICE Any public hearings advertised herein will be held in the City Council Chamber, fourth floor, Room 450, Noel C. Taylor Municipal Building, 215 Church Avenue, S.W.. Roanoke, Virginia. Any applications will be available for review in Planning, Building, & Development, first floor, Room 170, 215 Church Avenue, S.W., Roanoke, Virginia. T h e City of Roanoke Planning Commission will hold a public hearing on July 8, 2019, at 1:30 p.m., or as soon thereafter as the matter may be heard, to consider the following matter. A request by the City of Roanoke to consider an amendment to Vision 2001- 2020, the City's comprehensive plan, to replace the Parks and Recreation Master Plan adopted in 2013 with the new 2019.2028 Parks and Recreation Master Plan. The master plan is designed to provide a community - driven vision that identifies short- and long -term strategies and includes demographics, benchmark findings, program assessments, priority rankings, capital improvements, funding and revenue strategies, and operational recommendations. Tina M. Carr, Secretary, City Planning Commission City Cound will hold public hearings on the aforesaid matters on July 15, 2019, at 7:00 p.m., or as soon thereafter as the matters may be heard, in the City Council Chamber, fourth floor, Room 450, Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., Roanoke, Virginia. Any person with a disability requiring any special accommodation to attend or participate in the public hearings should contact the City Clerk's office at (540) 853 -2541 at least five days prior to the scheduled public hearings. Stephanie M. Moon Reynolds, MMC, City Clerk The City of Roanoke Board of Zoning Appeals will hold a public hearing on July 10, 2019, at 1:00 p.m., or as soon thereafter as the matters may be heard, to consider the following applications: Application by Tracey and Stephen Coltrain for property located at 833 Marshall Avenue, S.W., bearing Official Tax Map No. 1113129, for a special exception pursuant to Section 362 -311, Zoning, Code of the City of Roanoke (1979), as amended, to establish a homestay. Application by Sean Bryant for property located at 636 Day Avenue, S.W., bearing Official Tax Map No. 1120507, for a special exception pursuant to Section 362 -311, Zoning. Code of the City of Roanoke (1979), as amended, to establish a homestay. Donna M. Payne, Secretary, City Board of Zoning Appeals (962632) �Ju Y PUBLIC HEARING NOTICE PUBLIC HEARING NOTICE Any public hearings advertised herein will be held in the City Council Chamber, fourth floor, Room 450, Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., Roanoke, Virginia. Any applications will be available for review in Planning, Building, & Development, first floor, Room 170, 215 Church Avenue, S.W., Roanoke, Virginia. The City of Roanoke Planning Commission will hold a public hearing on July 8, 2019, at 1:30 p.m., or as soon thereafter as the matter may be heard, to consider the following matter: A request by the City of Roanoke to consider an amendment to Vision 2001 -2020, the City's comprehensive plan, to replace the Parks and Recreation Master Plan adopted in 2013 with the new 2019 -2028 Parks and Recreation Master Plan. The master plan is designed to provide a community- driven vision that identifies short- and long -term strategies and includes demographics, benchmark findings, program assessments, priority rankings, capital improvements, funding and revenue strategies, and operational recommendations. Tina M. Can, Secretary, City Planning Commission City Council will hold public hearings on the aforesaid matters on July 15, 2019, at 7:00 p.m., or as soon thereafter as the matters may be heard, in the City Council Chamber, fourth floor, Room 450, Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., Roanoke, Virginia. Any person with a disability requiring any special accommodation to attend or participate in the public hearings should contact the City Clerk's office at (540) 853 -2541 at least five days prior to the scheduled public hearings. Stephanie M. Moon Reynolds, MMC, City Clerk The City of Roanoke Board of Zoning Appeals will hold a public hearing on July 10, 2019, at 1:00 p.m., or as soon thereafter as the matters may be heard, to consider the following applications: Application by Tracey and Stephen Coltrain for property located at 833 Marshall Avenue, S.W., bearing Official Tax Map No. 1113129, for a special exception pursuant to Section 36.2 -311, Zoning, Code of the City of Roanoke (1979), as amended, to establish a homestay. Application by Sean Bryant for property located at 636 Day Avenue, S.W., bearing Official Tax Map No. 1120507, for a special exception pursuant to Section 36.2 -311, Zoning, Code of the City of Roanoke (1979), as amended, to establish a homestay. Donna M. Payne, Secretary, City Board of Zoning Appeals Please publish in newspaper on Tuesday, June 25, 2019, and Tuesday, July 2, 2019. Please bill and send affidavit of publication to: Tina M. Carr Secretary to the Planning Commission Planning, Building, & Development City of Roanoke Noel C. Taylor Municipal Building 215 Church Avenue, SW, Room 170 Roanoke, VA 24011 540/853 -1730 tina.carr �roanokeva.goy Donna M. Payne Secretary to the Board of Zoning Appeals Planning, Building, & Development City of Roanoke Noel C. Taylor Municipal Building 215 Church Avenue, SW, Room 170 Roanoke, VA 24011 540/853 -1730 donna, pavne a�roanokeva.gov Please send affidavit of publication to: Stephanie M. Moon Reynolds, MMC, City Clerk 215 Church Avenue, S.W., Suite 456 Noel C. Taylor Municipal Building Roanoke, Virginia 24011 -1536 540/853 -2541 PUBLIC HEARING NOTICE Roanoke City Council will hold a public hearing in the City Council Chamber, fourth floor, Room 450, Noel C. Taylor Municipal Building, 215 Church Avenue, S.W., Roanoke, Virginia on July 15, 2019, at 7:00 p.m., or as soon thereafter as the matter may be heard, to receive citizen comments regarding an amendment to Vision 2001 -2020, the City's comprehensive plan, to replace the Parks and Recreation Master Plan adopted in 2013 with the new 2019 -2028 Parks and Recreation Master Plan. Any person with a disability requiring any special accommodation to attend or participate in the public hearing, should contact the City Clerk's office at (540) 853 -2541. Stephanie M. Moon Reynolds, MMC, City Clerk [EXTERNAL] Re: PUBLIC HEARING NOTICE - Parks and Recreation Master Plan Rirc�j I >ob ea'Isona Susie McCoy 07/09/2019 02:20 PM Rico Robertson <Trib @rt.roacoxmail.com> Susie McCoy <susie.mccoy @roanokeva.gov> 1 attachment Rke.City_Public. Hearing.7.11.19_AD. pdf Good afternoon Ms. Susie, In response to your recent request, the attached file is being sent for your review. Please don't hesitate to contact me with any questions or other concerns. Cost on this ad is as follows: Size ............. 9.0" (3 -col x 3.0 ") Cost (pci) ..... $7.20 Runs ............. 1 (July 11) Total inch ........ 9.0" Ad Total (G) ... $72.00 per run Respectfully, Rico Robertson Graphic Designer The Roanoke Tribune Phone: 540.343.0326 STEPHANIE M. MOON REYNOLDS, MMC City Clerk CITY OF ROANOKE OFFICE OF THE CITY CLERK 215 Church Avenue, S. W., Room 456 Roanoke, Virginia 24011 -1536 Telephone: (540) 853 -2541 Fax: (540) 853 -1145 E -mail: clerkCroanokeva.gov July 9, 2019 Interested Neighborhood Organizations Ladies and Gentlemen: k CECELIA F. MCCOY Deputy City Clerk CECELIA T. WEBB, CMC Assistant Deputy City Clerk Pursuant to provision of Resolution No. 25523 adopted by the Council of the City of Roanoke on Monday, April 6, 1981, a public hearing has been advertised to be heard on Monday, July 15 at 7:00 p.m. in the City Council Chamber, fourth floor, Room 450, Noel C. Taylor Municipal Building, 215 Church Avenue, S. W., to receive citizen comments regarding an amendment to Vision 2001 -2020, the City's comprehensive plan, to replace the Parks and Recreation Master Plan adopted in 2013 with the new 2019 -2028 Parks and Recreation Master Plan. (See copy of the Public Hearing Notice attached.) This letter is provided for your information as an interested organization. If you have questions regarding the public hearing, please contact the City Clerk's Office at (540) 853 -2541. Sincer Stephanie M. Moon Reynolds, MC City Clerk Attachment Page 1 of 1 Fwd: [EXTERNAL] Roanoke skatepark Stephanie Moon to: Cecelia Webb 07/11/2019 10:37 AM Hide Details From: Stephanie Moon/Employees /City_of Roanoke To: Cecelia Webb /Employees /City_of Roanoke @City_of Roanoke Print. Stephanie M. Moon Reynolds, MMC City Clerk 215 Church Avenue, SW, Suite 456 Roanoke, VA 24012 (540) 853 -2541 Stephanie.moon@roanokeva.gov On Jul 11, 2019, 8:55:10 AM, chad.trent @yahoo.com wrote: From: chad.trent @yahoo.com To: bill.bestpitch @roanokeva.gov, joseph.cobb @roanokeva.gov, michelle.davis @roanokeva.gov, trish.white- boyd @roanokeva.gov, mayor @roanokeva.gov, djuna.osborne @roanokeva.gov, anita.price @roanokeva.gov Cc: Date: Jul 11, 2019, 8:55:10 AM Subject: [EXTERNAL] Roanoke skatepark I just wanted to take a minute to urge you to reconsider funding for the Roanoke skatepark. As someone who has lived in the Roanoke area all my 46 years, I remember growing up when skateboarding really started to get popular. We had no place to skateboard legally, Because of that we found any available space. Run -ins with law enforcement were common. We clashed with local business owners and citizens. We were looking for a place to skate, but had nowhere to go. Skateboarding was viewed as a nuisance and skateboarders were viewed as criminals because we just wanted to go out and skate and had nowhere to go. As a parent who is raising a son who skateboards, we have taken advantage of the Wasena skatepark more times than I can count. To think that something that is so useful, appreciated, and necessary is going to be torn down and not replaced is much more than disappointing. It is heartbreaking. Skateboarding is not going away. Skateboarders will not stop looking for a place to skate. Tearing down the park and not giving them any other place to skate is not only going to cause more of the situations I went through in my youth, but will also greatly impact the voting decisions of those of us who grew up skateboarding and are now voters. Please reconsider funding for the skatepark. Roanoke needs it. Thank you. Chad Trent 540 - 765 -8092 file: / / /C:/ Users /ctwebb /AppData /Local /Temp /notes I F89EC /— web520 Lhtm 7/11/2019 Page 1 of 2 @� Fwd: [EXTERNAL] Roanoke Parks and Rec Master Plan Stephanie Moon to: Cecelia Webb 07/11/2019 10:25 AM Hide Details From: Stephanie Moon/Employees /City_of Roanoke To: Cecelia Webb/Employees/City—of Roanoke @City_of Roanoke Print. Stephanie M. Moon Reynolds, MMC City Clerk 215 Church Avenue, SW, Suite 456 Roanoke, VA 24012 (540) 853 -2541 Stephanie.moon @roanokeva.gov On Jul 11, 2019, 10:08:07 AM, davidperry000 @gmail.com wrote: From: davidperry000@gmail.com To: bill.bestpitch@roanokeva.gov, joseph.cobb@roanokeva.gov, michelle.davis@roanokeva.gov, trish.white- boyd@roanokeva.gov, mayor @roanokeva.gov, djuna.osbome @roanokeva.gov, anita.price @roanokeva. gov Cc: bob.cowell@roanokeva.gov Date: Jul 11, 2019, 10:08:07 AM Subject: [EXTERNAL] Roanoke Parks and Rec Master Plan Dear Mayor Lea and members of council: Good morning and I hope this finds you well. Roanoke Parks and Rec Director Michael Clark will be forwarding a letter to you very soon indicating a vote of support for the city's parks and rec master plan that was taken at yesterday afternoon's Mill Mountain Advisory Board meeting. I understand that there is vocal concern and even opposition to the plan from city residents who would like to see a new skate park receive higher priority in the plan. I appreciate their concerns and understand the need for a new city skate park. At the same time, I would hate to see the many months of hard work and public input that went into this plan derailed over one issue -- especially an issue that cannot really be addressed until the replacement of the Wasena bridge is complete in several years. After speaking with Mr. Clark, I understand that out of all of the needs identified by the public, a new skate park scored very low on the list. This is no doubt why it receives little or no mention in the plan. Likewise, Mill Mountain is mentioned only a few times in the plan. However, I feel that focusing too much attention on specific park improvements in this plan is missing the forest for the trees. The city's parks and rec budget has been cut dramatically relative to funding levels prior to the recession of 10 years ago. What prompted the Mill Mountain Advisory Board to support the master plan was not anything specific to Mill Mountain, but rather support in the plan for increased parks and recreation funding in general, as well as support for new and innovative ways to fund the entire parks and rec operation. file: ///C:/ Users /ctwebb /AppData /Local /Temp /notes 1 F89EC /—web9228.htm 7/11/2019 Page 2 of 2 In a time when city government is asked to address more and more serious issues ranging from adequate school funding to opioid addiction, the parks and rec budget will continue to feel a squeeze. Approving a master plan that encourages entrepreneurial solutions to funding this important department will benefit all aspects of the city's parks and recreation offerings, from skate parks to Mill Mountain and much, much more. Again, I'm in no way opposed to a skate park and recognize the need to address the concerns of the skating community. I just ask that one specific, low - priority need, as determined by the public input process, not derail the entire master plan. And I encourage city staff to continue to work with the skating community to meet their needs in the context of the overall needs of all residents of the city. Thank you for your consideration. David Perry Chair, Mill Mountain Advisory Board file: / / /C:/ Users /ctwebb /AppData /Local /Temp /notes 1 F89EC /—web9228.htm 7/11/2019 Page 1 of 1 Fwd: [EXTERNAL] Approval of the Roanoke Parks and Recreation Master Plan Stephanie Moon to: Cecelia Webb 07/12/2019 10:29 PM Hide Details From: Stephanie Moon/Employees /City_of Roanoke To: Cecelia Webb /Employees /City_of Roanoke@City_of Roanoke Print and copy. Stephanie M. Moon Reynolds, MMC City Clerk 215 Church Avenue, SW, Suite 456 Roanoke, VA 24012 (540) 853 -2541 Stephanie.moon @roanokeva.gov On Jul 12, 2019, 6:35:36 PM, valetapittman@gmail.com wrote: From: valetapittman@gmail.com To: mayor@roanokeva.gov Cc: Date: Jul 12, 2019, 6:35:36 PM Subject: [EXTERNAL] Approval of the Roanoke Parks and Recreation Master Plan Dear Mayor Lea, I am the current President of Mill Mountain Garden Club. For almost fifty years our organization has been tending the wonderful Wildflower Garden on top of Mill Mountain. We have enjoyed an incredible public private partnership with Roanoke Parks and Recreation and can not imagine the future of the garden without this stellar cooperation. We have been closely following the development and progress of the Roanoke Parks and Recreation Master Plan through our representative on the Mill Mountain Advisory Board. The Master Plan has concepts that will benefit Mill Mountain Park and by extension will enhance the community's use and enjoyment of the Wildflower Garden. We wholeheartedly support the adoption of the Master Plan at the City Council meeting on Monday, July 15. I appreciate all that you do as our Mayor and our organization looks forward to our continued cooperation with Roanoke Parks and Recreation. Sincerely, Valeta S. Pittman MMGC President file: / / /C:/ Users /ctwebb /AppData/ Local /Temp /notesIF89EC /—web9321.htm 7/15/2019 11 July 2019 The Honorable Mayor and Members of City Council: CAPRA ACGREDR At the regular July meeting of the Mill Mountain Advisory Board, members of the Board voted unanimously to endorse the 2019 -2028 Roanoke Parks and Recreation Master Plan. I am writing you today to encourage you to do the same. The Plan is a thorough and well- written document that addresses the many needs of the City's park system. While it doesn't include recommendations that please all people, it takes into account the highest priorities of the park system as indicated by our community. Although Mill Mountain isn't specifically mentioned in the Plan, the recommendation for increased trails and greater connectivity is of great interest to the Board and we will work with the staff of Roanoke Parks and Recreation to implement the Plan. Sincerely, PO, - G . David Perry, Chair Mill Mountain Advisory Board NOEL C. TAYLOR MUNICIPAL BUILDING 215 CHURCH AVENUE, S. W., ROOM 303 ROANOKE, VIRGINIA 24011 ROANOKE 540.85 3.22 36 PARKS AND RECREATION WWW.PLAYROANOKE.COM 11 July 2019 The Honorable Mayor and Members of City Council: CAPRA ACGREDR At the regular July meeting of the Mill Mountain Advisory Board, members of the Board voted unanimously to endorse the 2019 -2028 Roanoke Parks and Recreation Master Plan. I am writing you today to encourage you to do the same. The Plan is a thorough and well- written document that addresses the many needs of the City's park system. While it doesn't include recommendations that please all people, it takes into account the highest priorities of the park system as indicated by our community. Although Mill Mountain isn't specifically mentioned in the Plan, the recommendation for increased trails and greater connectivity is of great interest to the Board and we will work with the staff of Roanoke Parks and Recreation to implement the Plan. Sincerely, PO, - G . David Perry, Chair Mill Mountain Advisory Board 11 July 2019 The Honorable Mayor and Members of City Council: c�P�a ACCREDITED At the regular July meeting of the Parks and Recreation Advisory Board, members of the Board reaffirmed their endorsement of the 2019 -2028 Roanoke Parks and Recreation Master Plan. The Board voted unanimously in January to endorse the Plan. I am writing you today to encourage you to do the same. The Plan is thoughtfully constructed and will serve as an excellent strategy to address the varied recreational wants and desires of the community. We are particularly impressed with the Department's outreach efforts and the lengths staff went to to gather citizen input. This type of planning will provide a strong foundation for the appropriate redevelopment of existing resources and the development of new ones. The needs of the park system are extensive. Many facilities are no longer functional and are in desperate need of modernization and redevelopment. It is equally important to adequately maintain the amenities we have been fortunate enough to build over the past several years. If we are to continue promote ourselves as a recreational destination with a high quality of life, it is imperative that we not only approve the Plan but also commit to implementing it. The Parks and Recreation Advisory Board is committed to assisting the Department in achieving the recommendations outlined in this plan and it is our sincere hope that you will make that same commitment. Sincerer -, Pete Eshelman, Chair Parks and Recreation Advisory Board NOEL C. TAYLOR MUNICIPAL BUILDING 215 CHURCH AVENUE, S. W., Room 303 ROANOKE, VIRGINIA 2401 1 ROANOKE 540.85 3.22 36 PARKS AND RECREATION WWW.PLAYROANOKE.COM 11 July 2019 The Honorable Mayor and Members of City Council: c�P�a ACCREDITED At the regular July meeting of the Parks and Recreation Advisory Board, members of the Board reaffirmed their endorsement of the 2019 -2028 Roanoke Parks and Recreation Master Plan. The Board voted unanimously in January to endorse the Plan. I am writing you today to encourage you to do the same. The Plan is thoughtfully constructed and will serve as an excellent strategy to address the varied recreational wants and desires of the community. We are particularly impressed with the Department's outreach efforts and the lengths staff went to to gather citizen input. This type of planning will provide a strong foundation for the appropriate redevelopment of existing resources and the development of new ones. The needs of the park system are extensive. Many facilities are no longer functional and are in desperate need of modernization and redevelopment. It is equally important to adequately maintain the amenities we have been fortunate enough to build over the past several years. If we are to continue promote ourselves as a recreational destination with a high quality of life, it is imperative that we not only approve the Plan but also commit to implementing it. The Parks and Recreation Advisory Board is committed to assisting the Department in achieving the recommendations outlined in this plan and it is our sincere hope that you will make that same commitment. Sincerer -, Pete Eshelman, Chair Parks and Recreation Advisory Board ROANOKE CITY COUNCIL RECESSED SESSION (CITY COUNCIL STRATEGIC WORKSHOP) J U LY 29, 2019 8:30 A.M. MELROSE BRANCH LIBRARY 2502 MELROSE AVENUE, N. W., SUITE D AGENDA 1. Call to Order — Roll Call. Council Member Osborne was absent. 2. Welcome and Opening Remarks — Mayor Sherman P. Lea, Sr. 3. Overview of Purpose of Strategic Plan & Review Current Plan. • Presentation and Discussion of Current Planning Context. • Discussion of Current Plan and Possible Revisions: • Priorities /Strategies • Outcomes • Transformational Initiatives • Next Steps Received and filed. DAVIS 4. Presentation and Discussion of Stormwater Management Fund. Received and filed. Report back to Council with specific recommendations at future Council Meeting. 5. Presentation and Discussion of City Employee Compensation. Received and filed. 6. Presentation and Discussion of Scheduling of General Municipal Elections. Continued discussion of Council Election Date Change Considerations on Thursday, October 10, during Council's Briefing Session. 7. Presentation and Discussion of Other Items by Mayor and Council. Mayor's Annual State of the City on Thursday, August 29, at 8:00 a.m., at Hotel Roanoke and Conference Center. Virginia Statewide Neighborhood Conference on Thursday, September 12 — Sunday, September 15, at Hotel Roanoke and Conference Center. Regional Meeting of Local Officials on Thursday, September 12, at 6:00 p.m., location to be determined. Annual Virginia Municipal League Conference on October 6 — 9, at the Hotel Roanoke and Conference Center. Annual Henry Street Heritage Festival on Saturday, September 14, at Elmwood Park. Annual Youth Summit on Saturday, September 21, at 8:00 a.m., at William Fleming High School. Annual Budget Planning Work Session will be held on Monday, October 28, at 8:30 a.m., location to be determined. 8. Adjourned — 2:30 p.m. Strategic Planning Retreat JULY 291 2019 0 ROANOKE Retreat Agenda Purpose of Strategic Plan & Review of Current Plan Planning Context — Economic, Demographic, Fiscal, Etc Discuss Current Plan — Priorities /Strategies, Outcomes, Etc Transformational Initiatives — Parks /Recreation /Regional Outdoor Assets Transit Neighborhood Vitality Economic Opportunities Lunch — Update on Stormwater Management Fund & Skate Park Retreat Agenda Discuss Employee Compensation Approach /Options Discuss Scheduling of Municipal Elections Other Items? Next Steps Additional Briefings Revision and Adoption of Strategic Plan Budget Planning Retreat — October 28? Current Plan "I believe in realizable ideals and in realizing them, in preaching what can be practiced and then in practicing it" — Theodore Roosevelt Purpose The physical product of strategic thinking • Identification of generally "how" the City will progress toward the stated Vision of the Community • "Informs" Administration in the formulation of actions Roanoke, VirLinie Strategic Plan 2019 I ROANOKI Current Plan The City of Roanoke is a safe, caring and economically vibrant community in which to live, learn, work, play and prosper A vibrant urban center with strong neighborhoods set amongst the spectacular beauty of Virginia's Blue Ridge Education Community Safety Human Services Infrastructure Good Government Livability Economy Current Plan Organizational Response Pursue long -term high- impact regional change — make the Roanoke region the premier plact to locate, stay and visit Build strength from within — enable the success of residents, families, and businesses regardless of their physical location within the City Values Honesty Respect Responsibility /Accountability Teamwork Diversity & Inclusion Strategies Prioritize Take Strategic Action Seek & Enable Collaborative Partnerships Innovate Empower Organization Current Plan f First City Inducted into the All- America City Hall of Fame 5th Consecutive Pacesetters Honors from Campaign For Grade -Level Reading — recognition of improved grade -level reading from 65% (2013) to 74% (2018) of 3rd Grade students ■ $83.3 million budgeted (FY19 -20) for RCPS — an increase of $2.1 million (FY18 -19) ■ High School graduation rates from 80% (2013) to 90% (2018) ■ RPD and RFD nationally accredited agencies ISO rating of 1— the highest available — saving costs on insurance RPD participant in Roanoke Valley Collective Response to Opioids and 1 of only 3 communities authorizing harm reduction Initiated construction of join E- 911/811 Dispatch Center Current Plan Increased Mental Health Funding with the objective of fully funding obligations in FY20 -21 budget Decreased homelessness by more than 43% (2012 -2019) Completion of Franklin Road Bridge replacement and initiation of Main Street Bridge replacement Department of Energy recognition for exceeding Better Buildings Challenge — acknowledging City's achieving of 23% energy consumption reduction in city -owned facilities — saving over $3 million in energy costs Completion of Parks and Recreation Master Plan Affirmation of AA+ Credit Rating by all three major review agencies General Fund revenues approximately $300 million - $7.7 million over FY2018 -2019 Reserve Fund Balance enhanced beyond that defined in policy Current Plan Opened new Melrose Library —second largest library in the system Attendance /Participation increase for signature events — Go Outside Fest, Marathon, Clyclo- Cross, etc. • Median Home values increased from $101,200 (2016) to $104,200 (2018) • Property tax revenues projected to increase by more than $3 million (FY18 -19 to FY19 -20) • Launch of Roanoke Innovates brand • 9t" consecutive year of growth in hotel room demand (9% increase 2018 over 2017) and in room revenue ($7.5 million increase 2018 over 2017) Over 80% of residents surveyed in 2019 indicated their neighborhood is a good place to live 83% of residents surveyed in 2019 indicated they were satisfied with the overall quality of services that the City provides Current Plan • Roanoke named one of the Top 100 Best Places to Live by Livability 12019 • Best Place to Raise an Outdoor Family - Best of the Blue Ridge by Blue Ridge Outdoors Magazine 12019 • McAfee Knob - Best Section of the Appalachian Trail - Best of the Blue Ridge by Blue Ridge Outdoors Magazine 12019 • Roanoke River Greenway - Best Urban Park / Greenway - Best of the Blue Ridge by Blue Ridge Outdoors Magazine 12019 • Roanoke Makes List of "The 7 Most Epic, Secret Mountain Bike Trails in America" by Men's Journal I September 2018 • Roanoke Named a "Top Destination for a Solo Road Trip" by CorRentals.com I August 2018 • Roanoke Named One of the "Top 6 Secret Mountain Bike Destinations in the U.S." by Bicycling Magazine I July 2018 • Virginia's Blue Ridge designated a Silver -Level Ride Center- by the International Mountain Bicycling Association I May 2018 • Roanoke is a seven time All- America City - National Civic League • Roanoke is the first AAC Hall of Fame City — National Civic League • Roanoke named one of the "25 Most Beautiful East Coast Destinations" by Vacation Idea I April 2018 • Runner Up for "Best Revitalized Downtown" - Best of the Mountains by Blue Ridge Country Magazine I April 2018 • Runner Up for "Town on My Bucket List" - Best of the Mountains by Blue Ridge Country Magazine April 2018 • Roanoke named a "Best U.S. Mountain Bike Town with the Lowest Cost of Living" by Singletracks March 2018 • Roanoke named a "Featured Trail Town" by American Trail Running Association I March 2018 • Roanoke named a Favorite Travel Destination by Expedia I March 2018 • Roanoke named a "2018 Best Affordable Place to Live" by Livability I February 2018 • Roanoke named a "Top U.S. Destination for 2018" byAARP I January 2018 • Roanoke named one of "25 Great Scenic Places to Retire" by Forbes I November 2017 • Roanoke named one of "25 U.S. Cities That Millennials Can Afford - and Actually Want to Live In" by The Penny Hoarder July 2017 Planning Context Good • Population Growth • 2 Years of Growth in Assessed Value • Sales Tax Performing Well • Innovation Corridor Expansions • Downtown Revitalization Continues • Virginia Economy Strong • Progress in all Priority Areas Concerns No to Slow Regional Population Growth Slow Long -Term Growth in Property Values Unpredictable and Implications of Online Sales Next Recession Persistent and Deepening Economic Divide /Poverty Changing Macro - Economy Slow Recovery From Great Recession No More "Squeeze" Left Revisions? Priority & Strategies Outcomes — Measures & Indicators Are seven areas still the priorities? ■ Is the way in which we have opted to approach the priorities still appropriate? ■ Are the measures and indicators we use to convey progress on priorities relevant, useful? ■ Is there anything getting too much /too little attention? Transformation? Transformations come with substantial risk and cost Risk mitigated through realistic assessments — context, fiscal health, organizational and community strength, political acumen, etc. Transformation? City has a history of intentional transformation: • Downtown Revitalization • Innovation Corridor • Neighborhood Target Areas • 1985 Flood Recovery • Regional Partnerships (VVBR, WVWA, WVBA, etc) Transformation? Poets, prophets and reformers are all picture-makers ... They see what ought to be by the reflection of what is, and endeavor to remove the contradiction" — Frederick Douglass Transit Neighborhood Vitality Parks & Recreation /Regional Outdoor Assets Economic Opportunity Other? Questions to Ask /Things to Consider: A continuum of opportunity /challenge Transformation? Questions to Ask /Things to Consider: A continuum of opportunity /challenge Do current plans /policy support? Best /proper role for City government? Convener /supporter /funder /leader Realistic assessment of capacity — fiscal, economic, political, technological, organizationally, etc. Transformation? A couple of examples: Transit Current enhancements Modification of current routes Placement of bus shelters Replacement of busses Development of new transit transfer facility Next -level enhancements Create new routes and /or extend routes beyond City Extend service hours Introduce Sunday service hours Further enhancements Reduce headway on certain routes Transformation? A couple of examples: Parks & Recreation /Regional Outdoor Assets Current enhancements Master Plan /Condition Assessment ■ Enhanced maintenance /rehabilitation of current assets ■ Priority projects in CIP Next -level enhancements ■ Accelerate CIP deployment • Supplement volunteer labor on regional assets • Enhanced maintenance on regional outdoor assets Further enhancements • Further accelerate CIP deployment • Develop and construct new regional outdoor assets Transformation? Discussion How Might We? Next Steps i� Lunch City Employee Compensation Scheduling Municipal Elections Other Items? THANK YOU! WWW SN40PYCAM Stormwater Utility Fee ROANOKE STORMWATER Stormwater Utility Fee • Council advised of Stormwater Utility Fee considerations at April 1, 2019 Budget Briefing • Background — Stormwater Utility Fee authorized during FY 2014 — Fee phased in over three years based on billing unit of 500 square feet of impervious service • FY 2015 - $0.30 per 500 sf /per month • FY 2016 - $0.60 per 500 sf /per month • FY 2017 - $0.90 per 500 sf /per month • Fee structure generates revenue of $6 million per year — Stormwater Utility Fund operates as a self - supporting Enterprise Fund Stormwater Utility Fee • With Utility Fee, Bond, and Grant Funds: • 50% -Drainage Improvement Projects • 22% -Maintenance • 22% -Water Quality • 6% - Administrative Stormwater Utility Fee • Existing revenue of $6 million sufficient to fund current level of operating expenses, debt service, and cash funded capital through FY 2021 • After 2021, current revenue will not be sufficient to support: — Inflationary costs — Debt service for capital projects Increase in debt service if there is a reduction in capital project grant funding — Planned staff additions based on business model Stormwater Utility Capital Projects Debt Service Coverage — Measures net revenue after payment of operating cost available to pay debt service 2019 2020 2021 2022 2023 2024 G.0 Bonds $2,000,000 $2,000,000 $2,000,000 $2,000,000 $2,000,00 $2,000,000 0 Grant Funds $2,039,284 $3,2651000 $2,4011000 $2,614,000 $2,980,00 $2,407,000 0 Cash Capital $1,198,500 $1,265,000 $401,000 $614,000 $980,000 $607,000 Total $5,237,784 $6,530,000 $4,802,000 $5,228,000 $5,960,00 $5,014,000 0 Debt Service 1.15 0.93 0.34 0.15 (0.07) (0.27) Coverage Days Cash 461 308 216 109 ( -37) ( -172) On Hand Debt Service Coverage — Measures net revenue after payment of operating cost available to pay debt service Required Utility Fee Adjustment • Maintenance of service level and support of business model requires an adjustment in the utility fee — Adjustment from $.90 per 500 sf to $1.14 - $1.31 over five years Current Average Average Average Monthly Monthly Monthly Residential Residential Fee Residential Fee Fee @$.90 @ $1.14 @$1.31 $5.40 $6.85 $7.89 • Vir .Rinia Stormwater Utilitv Fee Comparison Average Monthly Fee - $7.38 Highest Monthly Fee - $21.00 (Falls Church) Lowest Monthly Fee - $2.08 (Chesterfield County) Median Monthly Fee - $6.00 Stormwater Utility Fee • Without an adjustment in the Utility Fee: — Existing level of service will be reduced • Drainage improvement projects • Water quality improvement projects • Maintenance of infrastructure Compensation Overview Job Classification Review Market Salary Analysis Response to Market Compression Market Salary Analysis • Focus on regional market comparisons: Roanoke County, Salem, and Lynchburg • Salaries are compared by pay grade minimum /maximum /midpoint • Average midpoint of a job class is compared to the midpoint of other localities • Methods /Sources: — Compensation Survey System /Technology Net — Surveys Job Classification Review • Human Resources reviews one third of the job classifications each year for — changes in job duties, updates to job descriptions and job title changes • Point Factor Analysis conducted to confirm proper pay grade assignment — Review of Knowledge &Skills, Job Responsibility, Working Relationships and Working Conditions • Outcomes: possible job reclassifications or job title changes /description updates Response to Market • To remain competitive in regional market: — Annual merit based wage increase • As approved in fiscal year budget by City Council — Pay plan movement (1/2 of the wage increase) • Moves minimum and maximum of each pay grade • HR recommends percentage of raise based on: — Cost of Living indicators and inflation predictions — National wage growth — Wage increases being given by surrounding localities Response to Market • Targeted Salary adjustments may be granted for: — Retention efforts — To be competitive with the market — Improve recruitment efforts — Stagnant salaries due to lack of raises — "Hot lobs" which are identified as job classifications with high turnover and lower than market salary Salary Increases FY Merit % Increase FY '08 4% FY'09 2% FY'10 0% FY'11 0% FY'12 0% FY'13 3% FY'14 2% merit /1% RetireHSA FY'15 0% FY'16 3 %/6% Retirement FY'17 2% FY ' 18 1.75% FY 119 2% FY '20 2.75% What is Compression? • Pay compression is defined when less experienced /tenured employees earn as much or more than longer -term employees • Compression is perceived when newly hired or promoted employees are close to the same salary as more tenured employees What is Compression? • Horizontal Compression: defined as employees within the same pay grade /job title who are very close in salary • Vertical Compression: defined as employees of lesser pay grades /ranks that are close to employees of higher pay grades /ranks Causes of Compression Market Factors: 1. Recruitment Strategies - our organization may have a difficult time fillip certain jobs with qualified candidates which results in hiring filling employees at higher amounts and quickly narrows salary parity 2. Market Adjustments - our organization may experience high turnover in certain jobs; if a market analysis reveals that the Job is underpaid in comparison to other localities, we may do a salary djustment for those employees in that job level to as "hot jobs" which r a combination of hi h (referred g turnover and low average salary compared to the market) 3. Decline in Economic Growth - our organization may not be able to give merit increases or provide substantial merit increases due to various economic impacts like the recession during he late 2000's (CY 2008 - CY 2010 • as a result we can g )� have several years of new hires coming in at the same salary A Recent Article by SHRM,'Address Pay Compression or Risk Employee Flight' parallels the City perfectly... Causes of Salary Compression Of the job families that are experiencing salary compression, indicate if one or more of the following reasons is a primary cause. Longer -term employees started at lower salaries, and annual increases have not kept pace with current market demands /inflation. Job requires a "hot skill" that led the company to raise the starting salary to attract the right talent. Nature of the job changed. Source: Pearl Meyer Salary Compression Practices in the United States survey report. Compression Examples More visible in larger departments — Example 1: Firefighter EMT at PG 11 Firefighter Paramedic at PG 12 Fire -EMS Lieutenant at PG 13 — Example 2: Benefit Program Specialist I at PG 9 Benefit Program Specialist II at PG10 Sr. Benefit Program Specialist at PG 11 Compression in Public Safety • Public Safety: — In FY 2014, Police and Fire began hiring new recruits at 7% into pay grade 11. This applied pressure on more tenured officers, minimizing the salary spacing. — Police may hold more than one recruit class in a year as needed. These newer employees no longer have their annual increases pro -rated on upon hire date, minimizing salary differences with existing staff. — Eliminated pro- rating merit increases due to probationary status — Each public safety department has a different promotional process. Addressing Compensation • FY 2016 adjustments to Fire /Police as result of: — Lack of raises for several years — Increased new hire salaries in FY 2014 — Total cost over $339,230 • FY 2019 another $58,103 was spent to align the promotion to PO II with City wide policy • Other departments addressed have included — Social Services, Solid Waste, Facilities and E911 Questions Daniel J. Callaghan City Attorney CITY OF ROANOKE OFFICE OF THE CITY ATTORNEY 464 MUNICIPAL BUILDING 215 CHURCH AVENUE, SW ROANOKE, VIRGINIA 24011 -1595 TELEPHONE 540 - 853 -2431 FAX 540- 853 -1221 EMAIL: cityatty@roanokeva.gov July 29, 2019 To: Honorable Mayor and Members of City Council From: Daniel J. Callaghan, City Attorney Timothy R. Spencer, Senior Assistant City At ey Re: Council Election Date Change Considerations Timothy R. Spencer David L. Collins Heather P. Ferguson Laura M. Carini Douglas P. Barber, Jr. Assistant City Attorneys Background The purpose of this memorandum is to provide City Council with information in considering whether to change the date on which the citizens of Roanoke elect the Mayor and Members of Council. Presently, the City Charter establishes the first Tuesday of May in Even - Numbered Calendar Years as the date on which the Mayor and Members of Council are elected. The City Charter further provides that the terms of office, each four years, are staggered so that the Mayor and three Members of Council are elected at one election and two years later the other three Council Member elections occur. Presently, the Mayor and three Members of Council are set for election in May 2020 each for a term commencing July 1, 2020 and ending June 30, 2024. State Code specifically authorizes cities and towns to hold elections at the November general elections rather than in May. See Section 24.2- 222.1, Code of Virginia (1950), as amended. A copy of Section 24.2 -222.1 is attached at Tab A. Section 34.2 -222.1 provides that City Council may adopt an ordinance to provide for the election of Mayor and Members of Council at a November general election cycle. See Section 24.2- 222.1.A. Alternatively, the voters may petition the Circuit Court seeking that a referendum be held in November. See Section 24.2- 222.1.B. Presently 17 cities conduct elections in May, 18 cities conduct elections in November in Even - Numbered Years, and three cities conduct elections in November in Odd - Numbered Years. See City Council Elections, Virginia Department of Elections, Rev. 07/18/2018. (Tab B). Roanoke City Council has reviewed this issue on at least three occasions since 2002. The City Attorney's Office provided City Council with information regarding the process by which such a change would occur in 2002 and 2009. In 2012, City Council received a presentation from Dr. Henry Wilson, a professor in the Department of Public Affairs at Roanoke College. A copy of Professor Wilson's briefing outline is attached at Tab C. Attached are three presentations made in connection with a proposed change in the date of local elections. These presentation are: (i) League of Women Voters of Falls Church (2011) (Tab D); (ii) VML Presentation, October 3, 2011 (Tab E); and (iii) VML presentation, September 3, 2103 (Tab F). Based on our research, Chesapeake City Council most recently considered changing the election date to November. Attached at Tab G is a copy of a news report in The Virginian -Pilot dated August 17, 2018. As noted in this report, Chesapeake City Council did not adopt a measure to change the dated. My office is continuing research on this question, I have requested Andrew Cochran, Roanoke City General Registrar, to review this question with his colleagues throughout the Commonwealth and provide his insights and recommendations. I have asked Mr. Cochran to include his assessment of impacts on his office if the local elections were held in November, wither in Even - Numbered Years or Odd - Numbered Years. I will supplement this memorandum with this additional information. Additional Considerations Although not expressly required by the statute, adoption of an ordinance to change the date of elections from May to November should include appropriate amendments to the City Charter. Charter changes require a public hearing and action by the General Assembly. State Code prohibits a change between January 1St and the May general election. Any such changes should be considered in 2020 after the May general election. Assuming Council is considering a change, note that Professor Wilson recommended that such change should be to the Odd - Numbered Years. Such change could not occur before 2021. I will be available to discuss this matter with you. DJC /lsc Attachments TABLE OF EXHIBITIS Tab A Section 24.2 -222.1 Code of Virginia Tab B Department of Elections Dates of Local Elections Tab C Briefing by Professor Wilson (09/04/2012) Tab D League of Women Voters of Falls Church (2011) Tab E VML Presentation October 3, 2011 Tab F VML Presentation September 3, 2013 Tab G The Virginian -Pilot August 17, 2018 Tab A Section 24.1 -222.1 Code of Virginia (1950), as amended 2016 SESSION REPRINT CHAPTER 402 An Act to amend and reenact § 24.2 -222.1 of the Code of Virginia, relating to time of municipal elections. [S 43] Approved March 11, 2016 Be it enacted by the General Assembly of Virginia: 1. That § 24.2 -222.1 of the Code of Virginia is amended and reenacted as follows: § 24.2- 222.1. Alternative election of mayor and council at November general election in cities and towns. A. Notwithstanding the provisions of § 24.2 -222, and notwithstanding any contrary provisions of a city or town charter, the council of a city or town may provide by ordinance that the mayor, if an elected mayor is provided for by charter, and council shall be elected at the November general election date of any cycle as designated in the ordinance, for terms to commence January 1. No such ordinance shall be adopted between January I and the May general election date of the year in which city or town elections regularly are scheduled to be held therein. B. Alternatively, the registered voters of a city or town may file a petition with the circuit court of the city or of the county within which the town is located asking that a referendum be held on the question of whether the city or town should elect the mayor, if an elected mayor is provided for by charter, and council members at the November general election date of any cycle as designated in the petition. The petition shall be signed by registered voters equal in number to at least ten percent of the number registered in the city or town on the January I preceding the filing. The court, pursuant to § 24.2 -684, shall order the election officials on a day fixed in the order to conduct a referendum on the question, provided that no such referendum shall be scheduled between January 1 and the May general election date of the year in which city or town elections regularly are scheduled to be held therein. The clerk of the court shall publish notice of the referendum once a week for the three consecutive weeks prior to the referendum in a newspaper having general circulation in the city or town, and shall post a copy of the notice at the door of the courthouse of the city or county within which the town is located. The question on the ballot shall be: "Shall the (city or town) change the election date of the mayor (if so provided by charter) and members of council from the May general election to the November general election (in even - numbered or odd - numbered years or as otherwise designated in the petition) ?" If members of the school board in the city or town are elected by the voters, the ballot question also shall state that the change in election date applies to the election of school board members. The referendum shall be held and the results certified as provided in § 24.2 -684. If a majority of the voters voting in the referendum vote in favor of the change, the mayor and council thereafter shall be elected at the November general election date for terms to commence January 1. C. Except as provided in subsection D, no term of a mayor or member of council shall be shortened in implementing the change to the November election date. Mayors and members of council who were elected at a May general election and whose terms are to expire as of June 30 shall continue in office until their successors have been elected at the November general election and have been qualified to serve. D. In any city or town that elects its council biennially or quadrennially and that changes to the November general election date in odd - numbered years from the May general election date in even - numbered years, mayors and members of council who were elected at a May general election shall have their term of office shortened by six months but shall continue in office until their successors have been elected at the November general election and have been qualified to serve. Tab B Department of Elections Date of Local Elections COMMONWEALTH OF VIRGINIA DEPARTMENT OF ELECTIONS 804 - 864 -8901 OR Toll -free 800 - 552 -9745 CITY COUNCIL ELECTIONS May Even - Numbered Years 1100 Bank Street, 111 Floor Richmond, Virginia 23219 -3642 TDD Toll -free 800 - 260 -3466 REV 7/18/18 CITY 2018 2020 2022 Mayor COUNCIL Mayor COUNCIL Mayor COUNCIL Term No. Term Term No. Term Term No. Term Bristol 3 4 2 4 3 4 Chesapeake 5 4 4 3 4 5 4 Danville 4 4 5 4 4 4 Fairfax 2 6 2 2 6 2 2 6 2 Franklin Mayor 2 2 2 District 1 1 4 District 2 1 4 District 3 1 4 1 4 District 4 1 4 District 5 1 4 1 4 District 6 1 4 1 4 Fredericksburg Mayor 4 At Large 2 4 District One 1 4 1 4 District Two 1 4 1 4 District Three 1 4 1 4 District Four 1 4 1 4 Galax 4 4 3 4 4 4 Hampton 3 4 4 3 4 3 4 CITY 2018 2020 2022 Mayor COUNCIL Mayor COUNCIL Mayor COUNCIL Term No. Term Term No. Term Term No. Term Lynchburg At Large 3 4 3 4 First Ward 1 4 Second Ward 1 4 Third Ward 1 4 Fourth Ward 1 4 Newport News Mayor 4 4 North — Seat A 1 4 North — Seat B 1 4 1 4 Central — Seat A 1 4 Central -Seat B 1 4 1 4 South — Seat A 1 4 South — Seat B 1 4 1 4 Norfolk Mayor 2 4 Ward 1 1 4 1 4 Ward 2 1 4 1 4 Ward 3 1 4 1 4 Ward 4 1 4 1 4 Ward 5 1 4 1 4 Superward 6 1 4 Superward 7 1 4 Radford 4 2 4 2 4 4 2 4 Roanoke 3 4 4 3 4 3 4 Salem 2 4 3 4 2 4 Staunton 3 4 4 4 3 4 CITY 2018 2020 2022 Mayor COUNCIL Mayor COUNCIL Mayor COUNCIL Term No. Term Term No. Term Term No. Term Waynesboro — The district requirement in this city is a residence requirement only. All voters of the city vote for all council member, regardless of the district of residence. At Large 1 4 Ward A 1 4 Ward B 1 4 Ward C 1 4 1 4 Ward D 1 4 1 4 Williamsburg 2 4 3 4 2 4 CITY COUNCIL ELECTIONS November Even - Numbered Years CITY 2018 2020 2022 Mayor COUNCIL Mayor COUNCIL Mayor COUNCIL Term No. Term Term No. Term Term No. Term Alexandria 3 6 3 Colonial Heights 3 4 4 4 3 4 Covington District 1 1 4 1 4 District 2 1 4 1 4 District 3 1 4 District 4 1 4 District 5 1 4 Emporia Mayor 4 District 1 1 4 1 4 District 2 1 4 District 3 1 4 District 4 1 4 1 4 District 5 1 4 1 4 District 6 1 4 District 7 1 4 1 4 Harrisonburg 2 4 3 4 2 4 Hopewell Ward 1 1 4 1 4 Ward 2 1 4 1 4 Ward 3 1 4 1 4 Ward 4 1 4 Ward 5 1 4 Ward 6 1 4 Ward 7 1 4 1 4 CITY 2018 2020 2022 Mayor COUNCIL Mayor COUNCIL Mayor COUNCIL Term No. Term Term No. Term Term No. Term Lexington 3 4 4 3 4 3 4 Manassas 3 4 4 3 4 3 4 Manassas Park 3 4 4 3 4 3 4 Martinsville 2 4 3 4 2 4 Norton 3 4 2 4 3 4 Petersburg First Ward 1 4 1 4 Second Ward 1 4 Third Ward 1 4 1 4 Fourth Ward 1 4 Fifth Ward 1 4 1 4 Sixth Ward 1 4 Seventh Ward 1 4 1 4 Poquoson Mayor 4 Central Precinct 1 4 1 4 1 4 Eastern Precinct 1 4 1 4 1 4 Western Precinct 1 4 1 4 1 4 Portsmouth 3 4 4 3 4 3 4 CITY 2018 2020 2022 Mayor COUNCIL Mayor COUNCIL Mayor COUNCIL Term No. Term Term No. Term Term No. Term Richmond Mayor 4 District 1 1 4 District 2 1 4 District 3 1 4 District 4 1 4 District 5 1 4 District 6 1 4 District 7 1 4 District 8 1 4 District 9 1 4 Suffolk Mayor 4 Chuckatuck Borough 1 4 1 4 Cypress Borough 1 4 1 4 Holy Neck Borough 1 4 1 4 Nansemond Borough 1 4 Sleepy Hole Borough 1 4 Suffolk Borough 1 4 1 4 Whaleyville Borough 1 4 CITY 2018 2020 2022 Mayor COUNCIL Mayor COUNCIL Mayor COUNCIL Term No. Term Term No. Term Term No. Term Virginia Beach Mayor 4 At Large 2 4 1 4 2 4 Bayside District 1 4 1 4 Beach District 1 4 1 4 Centerville District 1 4 Kempsville District 1 4 Lynnhaven District 1 4 1 4 Princess Anne District 1 4 1 4 Rose Hall District .1 4 Winchester Mayor 4 First Ward 1 4 1 4 1 4 Second Ward 1 4 1 4 1 4 Third Ward 1 4 1 4 1 4 Fourth Ward 1 4 1 4 1 4 CITY COUNCIL ELECTIONS November Odd - Numbered Years CITY 2019 2021 2023 Mayor COUNCIL Mayor COUNCIL Mayor COUNCIL Term No. Term Term No. Term Term No. Term Alexandria 3 6 3 Buena Vista 2 3 4 2 3 4 2 3 4 Charlottesville 3 4 2 4 3 4 Falls Church 3 4 4 4 3 4 Tab C Briefing Outline of Professor Wilson n�_ May vs. November municipal elections -- Important issues Presentation to Roanoke City Council Sept. 4, 2012 Dr. Harry Wilson Turnout Costs Increased in November Undervote —is it really a problem? Less informed electoratc—almost certainly Competition for attention from other races Do elections become more partisan? Maybe. May be higher for candidates Lower for the city Odd vs. even- numbered years Higher turnout in Presidential election years Other issues exacerbated; less so in odd - numbered years Citizen input Open foruirt/town hall meeting Attracts most interested citizens, not cross- section Those you know or who contact you Also not representative of all citizens Survey Best method, but there arc costs If survey done, then make it part of citizen satisfaction /need survey Recommendation Council needs to weigh pros and cons Neither time is "obviously" better If change is made, then move to odd - numbered years Turnout lower than in Presidential election years Other problems less severe Cities who have chosen to hold their municipal elections in November. 1. Alexandria (2012) 2. Bedford 3. Charlottesville 4. Colonial Heights 5. Emporia 6. Falls Church 7. Franklin 8. Harrisonburg 9. Hopewell 10. Lexington 11. Manassas Park 12. Martinsville 13. Norton 14. Petersburg 15. Poquoson 16. Portsmouth 17. Richmond 18. Suffolk 19. Virginia Beach 20. Winchester Cities who hold their municipal elections in May. 1. Bristol 2. Buena Vista 3. Chesapeake 4. Covington 5. Danville 6. Fairfax city 7. Fredericksburg 8. Galax 9. Hampton 10. Lynchburg ll. Manassas 12. Newport News 13. Norfolk 14. Radford 15. Roanoke 16. Salem 17. Staunton 18. Waynesboro 19. Williamsburg Tab D League of Women Voters of Falls Church (2011) 11 f League e of Women Voters of Falls Church May or November Local Elections? A Pro /Con Fact Sheet In November 2010, the Falls Church City Council voted to repeal a January 2010 ordinance that moved municipal elections from May to November. The Council also approved an advisory referendum on the election date question for the November 2011 ballot, giving voters, not the Council, the choice of Election Day. City Attorney John E. Foster advised the Council that the referendum's outcome, though termed "advisory," would be binding. As a result of the Council's actions, the next Falls Church City Council /School Board elections will be held in May 2012. Meantime, the question will be put to City voters on the November 8 ballot. If voters choose to change the date, the first local November election would be conducted in 2013. Voters will be asked to vote "yes" or "no" on the question: "Should the City of Falls Church amend Section 3.01 of its Charter to hold elections of members of City Council in the month of November rather than the month of May..." For a complete study on this issue, published by the League of Women Voters of Falls Church in January 2001 and titled Falls Church City Council and School Board Elections— November or May? A Voter Service Report, please visit the League's website at http: / /Iwvfalischurch .ors /ElectionChange.htmi. Please note that the League does not take a position on this issue. Both election dates offer advantages and disadvantages, which are summarized here. For more detail, please see the back of this fact sheet. MAY LOCAL ELECTIONS NOVEMBER LOCAL ELECTIONS (a "No" vote on the referendum) (a "Yes" vote on the referendum) PRO CON PRO CON Higher voter turnout Focus on local matters; voters Lower voter turnout (average of 71% in even Voters who don't pay attention to more informed (average of 27% from years, 2000 to 2010; local issues decide close City races about City issues 2000 to 2010) average of 48% in odd years, 2001 to 2009) More efficient for voters— Longer, more complex ballot; local A more compact, Outsized influence by combined with state issues at the bottom; "down ballot" City centered ballot smaller groups elections; fewer trips races suffer from "undervotes " — within the City to the polls greater turnout may be negated by fewer votes for local races Lower cost of elections; Higher cost to run for election due to Lower cost to run for election Higher cost of elections reduces work noise" state and federal races; of election officials injeecc tion of party funds into local races Nonpartisan elections with Elections more partisan; fewer independent candidates independents involved; could end City's nonpartisan tradition Accountability for Council incumbents who approve City Council and School Board members budget in April; newly elected elected mid - fiscal /school year rather Council /School Board members than at the end of it; begin at start potential negative impact on City of City fiscal /school years budget and schools Copyright © 2011 League of Women Voters of Falls Church FACTS TO CONSIDER • May election dates for cities and towns have their roots in a municipal reform movement that began in the 1880s and continued into the early 20`hcentury. Scheduling city elections in the spring helped assure that they would focus on city issues and not become entangled with state and federal issues. This movement did not extend then nor does it apply now to Virginia's 95 counties, which hold their elections for supervisors and school board members in November. • Virginia state elections are held in odd - numbered years, and federal elections take place in even - numbered years. This schedule, with state and federal elections in different years, assures that state elections do not become entangled with and perhaps overshadowed by federal elections. • Since July 1, 2000, Virginia law has allowed cities and towns to move their May elections to November. • According to the State Board of Elections (www.sbe.virginia.gov) and the Virginia Municipal League (www.vml.org), most municipal elections remain in May. Specifically, 20 cities, including Falls Church, and more than 150 towns in the commonwealth hold local elections in the spring. Nineteen cities and 28 towns hold elections in November. This count includes cities moving from May to November elections in 2012— Alexandria, Franklin, Hopewell, and Portsmouth. • Turnout in May elections in Falls Church from 2000 to 2010 ranges from 13% (uncontested election in 2006) to 32% (2000 and 2008). Turnout in November elections in Falls Church from 2000 to 2010 ranges from 28% (2007) to 86% (2000). In general, turnout in November elections held in odd - numbered years (state races) is not as strong as turnout for November elections in even - numbered years (federal races). Turnout for primary elections, held in months other than May and November and including elections when only one party and one contested office are on the ballot, ranges from 5% (2001) to 48% (dual party presidential primary in 2008). The most recent primary on August 23 attracted a 6% turnout. • According to the Falls Church Registrar, the City currently spends an additional $18,000 every two years to hold local elections in May. In its 2001 report, the League noted that this cost was then $4,200 every two years. Elections in November and primaries, regardless of whether both parties have candidates on the ballot or the number of races, also each cost $18,000. The costs for any election are somewhat less when voter turnout is expected to be lower because fewer election officials are needed. The Registrar further notes that the state and federal governments reimburse localities for some costs associated with running elections. Virginia has encouraged cities to move local elections to November by reducing the subsidy for May elections. • Falls Church has a long tradition of nonpartisan local elections, dating back to the time it first became a town in 1875. Candidates for Town and City Council and more recently for School Board have not been nominated or endorsed by the local wings of the national political parties, Democratic or Republican. Candidates have run independently from those parties and have financed their campaigns personally and by individual contributions, not party funds. An independent candidate for City Council typically spends less than $8,000 to run for election. According to the Virginia Public Access Project (www.vpap.org), the cost to run for election to state office frequently requires in excess of $100,000 and consequently involves party support. To run for attorney general, lieutenant governor, and US House of Representatives for Virginia costs in excess of $1 million, and for governor, $10 million and more. • With a November election, new Council and School Board members would take office in the middle of a fiscal /school year, and incumbent Council candidates would be six months away from their budget votes the previous spring. • Newspaper accounts report that local races newly held in November 2008 in Manassas Park, Suffolk, and Virginia Beach show significantly fewer votes for local elections ( "Manassas Park voters ignore local races," January 22, 2009, InsideNova.com), a more partisan tone ( "Beach mayoral race has more partisan tone in November," November 2, 2008, HamptonRoads.com), and a lack of awareness of local candidates ( "Suffolk vote shows some unready to pick mayor," November 7, 2008, HamptonRoads.com). ON THE BALLOT: ( "no" on the referendum = May; "yes" on the referendum = November): May 1, 2012 (Local only— IF November 5, 2013 IF May 6, 2014 IF November 3, 2015 regardless of outcome): (State and Local every 4 years): (Local only): (State and Local every 4 years): Governor /Lieutenant Governor/ Virginia Senate (40 seats) /House of Attorney General Delegates (100 seats) House of Delegates (100 seats) City Council /School Board City Council /School Board Sheriff /Commissioner of Revenue/Treasurer (3 seats) (4 seats) City Council /School Board (3 seats) City Council /School Board (4 seats) Copyright © 2011 League of Women Voters of Falls Church Tab E VML Presentation October 3, 2011 The Election Quandary 1 I� NO' VML Presentation October 3, 2011 Presented By: Glenn Davis, Virginia Beach City Council The Volume Effect (Quantity of Voters) MMAIIW vs The Volume Effect (Quality of Voters) I -- -- HOO CITY ARC CITY SCHOOL COUNC� SCHOOL BOA CITY COUNCIL l BOARD COUNCIL MAY VS �PRES ^ CO HAORO - _- 1MNG.RE S�S CONGRESS A UNCIL IDENT PREJ CONGRESS RESIDENT _ CON __ CITY - -ar SENATE SENA COUNCIL PRESIDE SC"OO f Rnnan i . wu vGIL mil :1 Iqlk The Overshadow Effect PRESIDENTIAL ELECTIONS • Federal campaign ad's saturate TV and radio. CO.NGRESSIONAL ELECTIONS • Local media gives greater precedence to articles on FNATRR A ■ federal races. • Federal radio spots sold may preclude stations from accepting local campaign ads. •AII this means the majority of voters have federal elections on their mind the majority of the campaign season. The Education Effect F!kj • Local business groups and other large civic outlets turn to candidate forums for federal offices first. The number of forums for local races decrease. • The Overshadow Effect hurts education efforts as well. The Monetary Effect t� T' yyT; dJ �j NOVEMBER FUNDS 7 �t, 7 +fY •5 ir' ,aY ♦•,t MAY FUNDS • Contributors are called upon to support federal elections. • The more races during an election cycle, the less per race available. Federal candidates take precedence for many contributors. *Much more of an impact where local races cost tens or hundreds of thousands to run. The Partisan Effect • November elections are by nature partisan. • Political parties will involve themselves in local races even for non - partisan seats. • Voters will be more likely to ask at the polls for party identity of candidates. •Only an impact where local elections are not already partisan. The Disappearing School Board Effect • All the effects apply to School Board races as well. • Already difficult to raise money for a School Board race. In November it becomes almost impossible. •School Board forums are cut out to make time for federal and Council forums. Summary • In November: — There will be a much greater turnout, but less focused on local elections. — The local races will be overshadowed by the federal elections in the media. — Candidates for local office will have much less of an opportunity to educate voters on their positions. — There will be less money for local elections. — The races will become partisan, like it or not. — School Board races will all but fade away. Questions ? ? ? ?? Tab F VML Presentation September 3, 2013 Mary Jo Fields, Virginia Municipal League September 3, 2013 V IN(.I NIA MI�f�Il:1MAL II.A1. 1!1 0 A bit of history • The municipal reform movement that began at the end of the 1800s included moving municipal elections away from the general elections in November. • The hiring of city managers, civil service requirements, non - partisan elections and at large seats also were part of the reform movement. ■ The intent was to remove local politics from partisan issues, discourage graft and weaken machine politics. N Factors to Consider • Voting Turnout • Attention to Local Issues • Cost of Campaigning. • Effect on Partisanship ■Length of Ballot N May Elections • Voting turnout tends to be smaller (but town can take steps to increase turnout) • Municipal elections generally the only issue on the ballot Allows for more attention to local races Focus is on local issues, not national or state ones ■ Voters should be better informed But may not be much media coverage even for May elections ■ Town has to pay for election costs ■ Officers'terms coincide with fiscal year 0 November Elections ■ Typically higher turner But typically there is a drop off in "down ballot races" • Voters may not be as well informed on municipal elections • Local elections may become tied to national or state partisan issues 2 November Elections ■ Officers begin terms in middle of fiscal year ■ Lower cost of elections to the town ■ Longer and more complicated ballots ■ Higher cost of campaigning November Elections: Even or Odd Years ■ Even years: Voting turnout is highest in the presidential elections Atmosphere is even more partisan in presidential election years but partisanship likely will increase in November elections in either the odd or even years -- Cost of campaigning is higher November Elections: Even or Odd Years ■ Odd Years: Ballot fatigue — along ballot is a certainty when county elections are held - - ----- Municipal candidates caught up in General Assembly /state races N Process to change election dates ■ § 24.2 -222.1 allows councils to change to November elections through adoption of an ordinance, ■ The ordinance may not be adopted between January 1 and the May general election date in which municipal elections regularly are scheduled. ■ Voters also may petition forth e change. Charter changes ■ Council also may submit a charter change. • In the 2013 session, the House of Delegates rejected two charter bills dealing with changing elections to November. • The bill for Salem included a requirement that candidates use the petition process to get on the ballot. • The bill for Front Royal was supposed to have included a provision prohibiting the use of party labels for municipal candidates. ■ Those are currently prohibited under state law but bills have been introduced to require party identification. M Charter changes • Both bills died. • The charter bill submitted for Front Royal differed from the request submitted by council. • The council wanted elections to be held in the even years and asked for a provision prohibiting party labels. • The bill that was introduced scheduled elections in the odd years and did not include the non - partisan provision. • If a charter change is requested, the change probably should be limited to just moving the election to November. Anon- partisan provision may be rejected. R Experiences in other municipalities • Newspaper reports on November municipal elections give some insights into the effect of the changes. • "The move drew tens of thousands of new voters to City Council politics. After they voted Tuesday, more than a few acknowledged they knew little, if anything, about the local candidates." Virginian Pilot, 11/7/2008, in an article on Suffolk races. http: / /hamptonroads.com /2008 /11 /suffolk- vote - shows - some- unready -pick -mayor More experiences ■ "When an election is held in November, it appears difficult to keep party affiliations out of what are supposed to be non- partisan local races." Virginian Pilot, 11/3/2008, in an article on Virginia Beach races. http: / /hamptonroads.com/ 2008 /11 /beach - mayoral- race -has- more - partisan- tone - november 0 More experiences ■ "Despite a record turnout of 73 percent, many voters skipped making choices for City Council members and Manassas Park mayor." • Nearly 800 of the 4,156 people voting in the city did not vote for mayor, and 1, 191 did not vote in the special election for a council seat. • Those races were uncontested. 0 More experiences ■ "In the five -way race for three council seat, there were more than 4,000 undervotes. That is, the 4,156 voters could have each marked three names, for a total of 12,468 votes. But only 8,276 votes were cast." News &Messenger, 1/22/2009 If Haymarket had held municipal elections in November 2011 ■ Other elections on the ballot: Virginia Senate Virginia House (Haymarket in two districts) Commonwealth's Attorney Sheriff Chair, Board of Supervisors Member, Board of Supervisors Chair, School Board Member, School Board Soil and Water Conservation District member Note: Clerk of court election every 8 years 0 If Haymarket had held municipal elections in November 2012 ■ Other elections on the ballot were: President U. S. Senator U. S. House of Representatives ___ State constitutional referenda M If Haymarket were holding elections this November ■ Other elections on the ballot: Governor Lieutenant Governor .Attorney General Virginia House of Delegates Virginia Registration /Turnout Statistics November General Elections: 2000 - Present Year Total Registered Total Voting Turnout 2012 51428,833 31896,846 71.78% 2011 5,116, 929 114632761 28.61 2010 51032y 144 2, 214, 503 44.01 2009 4)955,750 2, 000, 812 40.40% 2008 51034,660 3,752,858 74.50% 2007 4549,864 864 11 374, 526 30.20% 2006 4554,683 683 21 398, 589 52.70% 2005 4, 452, 22 5 2, 000, 052 45.00% 2004 4, 517,980 3, 223,156 71.40% 2003 41 217, 227 1, 296, 955 30.80% 2002 4, 219, 957 1, 331, 915 39.40% 2001 41109,127 1, 905, 511 46.40% 2000 41073,644 2y789,808 68.50% Source: State Board of Elections website 0 May or November: Summary • Higher turnout in November but there will be a drop off for municipal elections • Smaller towns in particular will be at the bottom of the list of issues and candidates in November elections . • Voters in November likely will be less well- informed about municipal candidates; this could be the single biggest reason to keep elections in May especially if the town has a good voter turnout • Cost of campaigning will be higher in November • More partisan and increasingly toxic atmosphere in November • November elections will be less expensive to the town • One less trip to the polls for voters • Competitive races are crucial to turnout, either in May or November Tab G The Virginia -Pilot August 17, 2018 Chesapeake City Council nixes moving May elections to November — • By Victoria Bourne The Virginian -Pilot • Aug 17, 2018 CHESAPEAKE for now Will Chesapeake ever leave its May elections and join the November bandwagon? Probably not any time soon. A 3 -6 vote Tuesday night shot down even the possibility of a public hearing on the subject next month, despite some council members expressing an openness to considering the idea as recently as April. The proposal — to move mayoral, City Council and School Board contests from May to November, starting in 2020 — was presented last week by new City Attorney Jacob Stroman at the request of Councilman Robert Ike. Councilwoman Ella Ward, along with Councilman Dwight Parker, supported Ike. "If we really want our citizens to take part," Ward said, `we need to make it easier for them, not more difficult." The proposal included a request to delay a vote until Sept. it to allow residents an opportunity to provide their input — a step required by state law because the move from spring to fall necessitates a City Charter change and General Assembly approval. Mayor Rick West, Vice Mayor John de Triquet and Councilwoman Debbie Ritter cast no votes, as did the council's newest members, Steve Best, Matt Hamel and Susan Vitale. "If you have an election that is centered around the City Council and local government, people can weigh in on those issues," said West, whose term ends in June 2020. He said he trusted that people who want to vote will get out in May. Ward, re- elected in May for a four -year term, said she was "taken aback" by the outcome, calling the denial a "classic example" of city partisanship. Chesapeake and Norfolk hold local elections for members of the City Council and School Board every two years on the first Tuesday in May. Suffolk and Virginia Beach moved from spring municipal elections to November in 2oo8, according to The Pilot's archives and Suffolk's voter registrar. Portsmouth followed in 2012, according to its city charter, after years of holding them in May. The general election turnout in Chesapeake this year was 15 percent — higher than the 13.8 percent average of the past five election _years but a good deal lower than the 46 percent in November 2017 when voters went to the polls to pick local constitutional officers, as well as state leaders, including governor. There are more than 157,000 registered voters in the city. The November election cost the city about $141,000, according to Mary Lynn Pinkerman, Chesapeake voter registrar. That includes staffing, ballots, equipment, supplies, polling locations and advertising, she said. The May election cost more than $112,000. Holding local elections in November would save the city money because it would eliminate all of the costs associated with the May election and the candidates would be added to the fall ballot, Pinkerman said. 2 The topic of moving Chesapeake elections came up more than once during this year's election campaign. Arguments for and against generally ran the gamut from how the move would save the city money and boost voter turnout to how it would bury local issues — and candidates — under state and federal races. At a Deep Creek forum in April, some candidates, such as Ward, wholeheartedly agreed that the elections should be moved, while others said they were willing to consider it. Ward said staffing more than 6o precincts for elections with historically low voter turnout wasn't a good use of taxpayer dollars. '`Voter turnout is everything," said Parker, whose term is up in 2020. "I am willing to consider moving elections from May to November." "I'm not opposed to going to November elections if that's the will of the voter and that is what drives turnout," said Hamel, now serving a four -year term. But he said he didn't buy the argument that a better turnout will lead to a more informed voter on the local level. Steve Best, also serving a four-Year term, said there's value in May elections because they keep the discussion on the local issues; the voters who do come out are engaged and interested and want their voices to be heard, he said. But if there was a voter referendum, he'd consider moving from May to November, he added. In April, West said: "I like May elections; they just don't work." But on Tuesday he said May elections have served the city- well and suggested political motives were behind the request for change. "I'm not sure where you're getting your information from, but that, sir, is incorrect," Ike responded. In a Thursday interview, West said the request was "rushed" and occurred "out of order," leaving little time to educate the public and presuming to take action before General Assembly consideration. He also acknowledged that he's changed his opinion on May elections since the forum. November up- ballot races are too polarized, he said; he doesn't want local elections to become that way. CORRECTION This story has been updated from a previous version. Councilman Matt Hamel's first name was spelled incorrectly. Victoria Bourne, 757- 222 -5563, victoria.bourne(c�pilotonline.com MORE INFORMATION 4